The DOI matches its Crossref record; 124 of the 131 references it cites were found in a registry or an index; 10 of the 65 sources its claims cite were checked for support.
Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs?
Open accessAbstract
Digital transformation is requiring companies to rethink and innovate their business models (BMs). However, small- and medium-sized enterprises (SMEs) have scarce time and resources for experimenting with their BMs and implementing new strategies. This paper examines whether SMEs that undergo digital transformation perform better if they allocate more resources for BM experimentation and engage more in strategy implementation. An empirical study was conducted on 321 European SMEs that actively use social media, big data, and information technology to innovate their BMs. Furthermore, structural equation modelling showed positive overall firm performance effects of more resource allocation to BM experimentation and more engagement in practices of strategy implementation. These effects were mediated by BM experimentation practices and company innovativeness. Moreover, fuzzy-set qualitative comparative analysis (fsQCA) revealed the presence of equifinality by identifying different configurations in which these antecedent conditions affect overall firm overall performance. The results of two methodological approaches showed that SMEs may take different routes to improve their performance when digital transformation is changing their BM. This paper is one of the first to analyse how SMEs can handle the impact of digitalization by spending more time and effort on innovating their BMs. Practical and policy implications are discussed.
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Claims the paper makes
28 Own result · 25 No full text of the sources · 15 Own method · 15 Own interpretation · 7 No basis given · 5 Partly supported · 5 Not checked yet · 4 Sources not found · 2 Supported · 2 Supported so far · 1 Not supported · accuracy not yet measured
The sources with a verdict support this claim; the rest weren’t checked yet, have no full text we could read, or their verdicts aren’t rated yet.
In the paper
“Based on extensive case-study research (Heikkilä et al., 2018) and on the discussed literature (e.g., Chesbrough & Rosenbloom, 2002;Dunford et al., 2010;Khanagha et al., 2014), we found that, depending on what SMEs try to achieve, specific BM experimentation paths are followed.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.3. Performance antecedents
What the sources say
- Supportedcites Heikkilä et al., 2018 source
The Abstract reports that SMEs pursuing new businesses, growth, or profitability take distinct business-model innovation paths. The Discussion likewise says their strategic goals determine the types of improvements they make to their business models. (LLM, conf=0.93)
- Not matchedcites Chesbrough & Rosenbloom, 2002
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Dunford et al., 2010 source
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- Supported
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“This requires resources-companies' time and effort-which are especially scarce in most SMEs (Heikkilä, Bouwman, & Heikkilä, 2018).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 1. Introduction
What the sources say
- Partly supportedcites Heikkilä, Bouwman, & Heikkilä, 2018 sourceExperimental — accuracy not yet measured
Section 2.2, “Strategic goals of SMEs” (page unavailable), describes SMEs as having limited resources, supporting the general scarcity claim. It does not specifically say that time and effort are scarce for business-model experimentation or implementing new strategies. (LLM, conf=0.82)
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- Partly supported
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“the specific indirect effects result shows that innovativeness fully mediates the relationship between BM strategy implementation practices and the overall firm performance (β = 0.10, t = 2.89, p < .001).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 5.2. Mediation effect
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“the results show that there is no significant direct relationship between BM strategy implementation practices and overall firm performance”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 5.2. Mediation effect
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The specific indirect effects test result show that innovativeness partially mediates the relationship between resources for BM experimentation (β = 0.05, t = 2.33, p < .01)and overall firm performance.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 5.2. Mediation effect
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“the PLS-SEM analysis reveals significant path relationships between innovativeness and overall firm performance (β = 0.21, t = 3.02, p < .001)and between BM experimentation practices and overall firm performance (β = 0.17, t = 3.08, p < .001).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 5.1. Hypotheses testing
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
In the paper
“Our literature search on BMI and new digital technologies such as social media and big data for non-telecommunications or non-IT companies show limited contributions (Mack, Marie-Pierre, & Redican, 2017).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 7. Discussion
What the sources say
- Not checked — no full text of the sourcecites Mack, Marie-Pierre, & Redican, 2017 source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“it was also found that literature on BMs in the telecommunications and IT domain is mainly focused on large companies and high-tech start-ups.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 7. Discussion
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
None of the sources cited for this claim have been checked yet.
In the paper
“our results show that the SRMR value is 0.067 for the estimated model, which indicates the model has a good fit.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 5. PLS-SEM results
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Moreover, fuzzy-set qualitative comparative analysis (fsQCA) revealed the presence of equifinality by identifying different configurations in which these antecedent conditions affect overall firm overall performance.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > Abstract
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
- Probably not a substantial claim. 41
- It may state two separate claims as one. 25
At least one cited source doesn’t support this claim or points to a different paper, and none confirmed it — see the verdicts below.
In the paper
“BMI takes place through a learning process in which discovery via experimentation is more appropriate than conventional analytical approaches (McGrath, 2010) or more cognitiveoriented approaches (Berends, Smits, Reymen, & Podoynitsyna, 2016;Martins, Rindova, & Greenbaum, 2015;Tikkanen, Lamberg, Parvinen, & Kallunki, 2005).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 1. Introduction
What the sources say
- Not checked — no full text of the sourcecites McGrath, 2010 source
- Disputedcites Berends, Smits, Reymen, & Podoynitsyna, 2016 sourceExperimental — accuracy not yet measured
The paper discusses experimentation as one mechanism of business model innovation, but it does not present it as more appropriate than cognitive approaches. The Discussion says both experiential learning and cognitive search appeared necessary in every trajectory and made complementary contributions. (LLM, conf=0.88)
Checked by a reasoning model — may be wrong.
- Not checked — no full text of the sourcecites Martins, Rindova, & Greenbaum, 2015 source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“Digital transformation is changing how small-and medium-sized enterprises (SMEs) create and capture value (Bharadwaj, El Sawy, Pavlou, & Venkatraman, 2013;Lucas, Agarwal, Clemons, El Sawy, & Weber, 2013).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 1. Introduction
What the sources say
- Partly supportedcites Bharadwaj, El Sawy, Pavlou, & Venkatraman, 2013 sourceExperimental — accuracy not yet measured
The “Sources of Value Creation and Capture” section (page not provided) says digital business strategy alters how firms create and capture value. The “Emergence of Digital Business Strategy” section discusses established firms and startups, but the paper does not establish this claim specifically for SMEs. (LLM, conf=0.86)
- Not checked — no full text of the sourcecites Lucas, Agarwal, Clemons, El Sawy, & Weber, 2013 source
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
- Partly supported
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“We follow the view that strategy needs to be implemented in the business logic as a first step in the BMI process.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.2. BM strategy implementation practices
What the sources say
- Not checked — no full text of the sourcecites Al-Debei & Avison, 2010 source
- Not checked — no full text of the sourcecites Hedman & Kalling, 2003 source
- Partly supportedcites Seddon et al., 2004 sourceExperimental — accuracy not yet measured
The Introduction (page unavailable) describes business models as abstractions of strategy that capture how a firm creates value. That supports a relationship between strategy and business logic, but the paper does not say strategy must be implemented in that logic or that this is the first step in a business-model innovation process. (LLM, conf=0.84)
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence.
The sources with a verdict support this claim; the rest weren’t checked yet, have no full text we could read, or their verdicts aren’t rated yet.
In the paper
“The cultural dimension to innovativeness is often considered as a required condition for the capacity dimension (Bock, Opsahl, George & Gann, 2012;Teece, 2010).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.4. BMI and innovativeness
What the sources say
- Supportedcites Bock, Opsahl, George & Gann, 2012 source
The Creative culture section (page not provided) calls creative culture an “important prerequisite capability to innovate” and says it underpins the firm's dynamic capability to change and adapt. This supports the claim that the cultural dimension is considered a prerequisite for the capacity dimension. (LLM, conf=0.87)
- Not checked — no full text of the sourcecites Teece, 2010 source
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Supported
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“Literature on BMI with a focus on SMEs is limited and mainly qualitative in nature (Heikkilä et al., 2018), with a lack of studies that focus on how digitalization affects SMEs' BMs.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.4. BMI and innovativeness
What the sources say
- Partly supportedcites Heikkilä et al., 2018 sourceExperimental — accuracy not yet measured
The Introduction says few studies have focused specifically on SMEs’ business models, and the Discussion says most existing BMI literature focuses on large corporations. The paper uses qualitative analysis for its own study (Section 3.2), but the passages do not establish that the SME-focused literature is mainly qualitative. The separate digitalization clause follows the citation and is not attributed to this source. (LLM, conf=0.85)
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Partly supported
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“The market share of a SME or start-up can also be positively affected by BM experimentation practices, as a novel BM can recombine existing internal resources or use those of external partners (Zott & Amit, 2007).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.3. Performance antecedents
What the sources say
- Partly supportedcites Zott & Amit, 2007 sourceExperimental — accuracy not yet measured
The Discussion and Conclusion says firms can innovate by recombining resources they control and by harnessing those of partners, suppliers, and customers. The Abstract reports a positive association between novelty-centered business model design and entrepreneurial-firm performance. But the Dependent Variables section measures performance using stock-market value, not market share, and the paper does not establish an effect of business-model experimentation practices specifically. (LLM, conf=0.88)
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Partly supported
Every source the paper cites for this claim was checked and supports it.
In the paper
“We follow the conceptualization by Venkatraman and Ramanujam's (1986) that business performance constitutes of financial performance (e.g., sales growth, profitability, market value) and operational performance (e.g., market share, product quality).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.2. Development of the measurement model
What the sources say
- Supportedcites Venkatraman and Ramanujam's (1986) source
In “Alternate Approaches for the Measurement of Business Performance” (page not indicated), the paper identifies sales growth, profitability, and stock price as financial indicators, and market share and product quality as operational indicators. Stock price corresponds to the citing sentence’s example of market value. (LLM, conf=0.92)
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
- Supported
Every source the paper cites for this claim was checked and supports it.
In the paper
“Berends et al. (2016) defined four elements of BMI: (a) conceptualizing new ideas, (b) creating new BMs, (c) adapting the BM after it is in operation, and (d) experimenting to learn about and validate the model.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Supportedcites Berends et al. (2016) source
In Methods > Data analysis (page unavailable), Berends et al. identify four mechanisms for developing and refining new business-model configurations: conceptualization, creation, adaptation, and experimentation. The section defines them in terms that match the citing sentence, though creation is described more precisely as realizing new business-model components rather than necessarily an entire new model. (LLM, conf=0.91)
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Supported
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Solution 2 shows that the presence of BM strategy implementation practices leads to the occurrence of the outcome-increased firm performance; however, from the consistency standpoint, this solution has the lowest value (0.838) of the four configurations obtained.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 6.5. FsQCA results
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- The authors state this as an assumption: There can be many pathways to the same outcome (equifinality).
- The authors state this as an assumption: Each pathway can contain different combinations of conditions, and the effect of combinations of necessary and sufficient conditions is sought rather than the net effect of each individual condition.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For the rest of the conditions, we can see that none of them exceed the threshold (both their presence as well as their absence), and thus are not necessary for the outcome to occur.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 6.2. Analysis of necessary conditions
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Solution 3 indicates that the presence of innovativeness and the negation (absence) of BM experimentation practices lead to the outcome of interest.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 6.5. FsQCA results
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- The authors state this as an assumption: There can be many pathways to the same outcome (equifinality).
- The authors state this as an assumption: Each pathway can contain different combinations of conditions, and the effect of combinations of necessary and sufficient conditions is sought rather than the net effect of each individual condition.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Table 8 shows that there is one condition (BM strategy implementation practices) with consistency value over 0.90, which can therefore be seen as a necessary condition for the outcome to occur.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 6.2. Analysis of necessary conditions
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Mean responses were 6.7, 6.6, and 5.9, respectively, which indicates adequate knowledge levels.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.1. Survey administration, sample, and data collection
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Therefore, strategic decisions on digital transformation do not automatically improve performance, because it requires SMEs to rethink and change their business model (hereinafter BM).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 1. Introduction
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
In the paper
“An IBM CEO study reported that CEOs from top firms acknowledge the impact of BMI on the operation margin growth of their firms (Pohle & Chapman, 2006).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.3. Performance antecedents
What the sources say
- Not checked — no full text of the sourcecites Pohle & Chapman, 2006 source
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Even failing BMI experimentation activities provide lessons on what works and can thus not only contribute to finding successful BMs (Chesbrough, 2010;McGrath, 2010), but also to the capacity to innovate of the firm.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.2. BM strategy implementation practices
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
In the paper
“The large number of new opportunities driven by digitalization put pressure on SMEs to reconsider their current BMs or critically reflect on their current strategy in order to identify new business opportunities (Kiel, Arnold, Collisi, & Voigt, 2016, p. 675).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 1. Introduction
What the sources say
- Not matchedcites Kiel, Arnold, Collisi, & Voigt, 2016
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
- Not matched
In the paper
“in contrast to regression analysis that assess the net effects of antecedents, fsQCA allows uncovering how combinations of causal measures lead to the outcome of interest (i.e., causal complexity)”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 1. Introduction
What the sources say
- Not matchedcites Ragin, 1987
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Not matched
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“BM experimentation literature, on the other hand, focuses largely on descriptive process theory and does not typically make assertions about performance implications.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3. Hypothesis development
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Consequently, what role BM experimentation practices play in BMI and how BM experimentation affects organizations' performance and innovativeness is still under-researched.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.2. Practices of BMI
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds. It may state two separate claims as one.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Moreover, innovativeness is a multidimensional concept (Lee & O'Connor, 2003;Siguaw, Simpson & Enz, 2006).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.4. BMI and innovativeness
What the sources say
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“It may be clear that without financial and human resources, BM experimentation projects have only limited impact.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.1. Resources for BM experimentation
hedged- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds.
- The authors state this as an assumption: Dedicating resources to a specific task enables increased activity on that task.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Most scholars argue that BMs should be a strategy implementation (Al-Debei & Avison, 2010;Cortimiglia, Ghezzi, & Frank, 2016).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.2. Practices of BMI
What the sources say
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“By innovating their BMs, firms can also gain competitive advantage, as BMs might be hard to replicate, thus resulting in firms' continued profitability (Chesbrough, 2006).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.3. Performance antecedents
What the sources say
- Not checked — no full text of the sourcecites Chesbrough, 2006
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
In the paper
“as regression-based analyses can only uncover necessary conditions that are linearly related to the outcome variable of interest, fsQCA allows a finer grained understanding of the causal mechanisms by adopting a complex causality perspective.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 1. Introduction
What the sources say
- Not matchedcites Ragin, 1987
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Consistent with this view of BMs as snapshot materializations of a strategy, a change in strategy will trigger BM experimentation.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.2. Practices of BMI
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
None of the sources cited for this claim have been checked yet.
In the paper
“The relationship between BMs and strategy has long been debated (Hedman & Kalling, 2003;Seddon, Lewis, Freeman, & Shanks, 2004).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.2. Practices of BMI
What the sources say
- Not checked — no full text of the sourcecites Hedman & Kalling, 2003 source
- Not matchedcites Seddon, Lewis, Freeman, & Shanks, 2004
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This capacity drives firms to improve continuously and, thus, results in improved business performance.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.3. Performance antecedents
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may state two separate claims as one.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“In that sense, experimentation is an intermediate step towards realizing a new BM that is in line with a firm's new strategy (Hayashi, 2009;McGrath, 2010;Sosna et al., 2010).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.2. Practices of BMI
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This implies that, if companies have more resources available for innovation-related activities, the company will increase its capacity to innovate.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.1. Resources for BM experimentation
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
- The authors state this as an assumption: Dedicating resources to a specific task enables increased activity on that task.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Overall, most BM experimentation studies develop descriptive process theories rather than explanatory variance theories.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 2.2. Practices of BMI
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“While some of these conceptualizations are congruent, considerable differences emerge as well.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“Moreover, a final check on translations and consistency between the different language versions was done by a professional research agency.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.1. Survey administration, sample, and data collection
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“A final limitation, as in any cross-sectional study, is that the direction of causality cannot be inferred from the data alone.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We show that allocating resources for BM experimentation pays off, as it leads to increased levels of BM experimentation and, indirectly, to higher frim performance.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Rests on an assumption: The 321 European SMEs studied are representative of SMEs engaged in digital transformation, so that the findings generalize to that population.
In the paper
“We are aware that there is also a reverse causality, as more innovative firms have faster innovation cycles, which fosters their processes of BMI (Vazquez, Santos & Alvarez, 2001).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not matchedcites Vazquez, Santos & Alvarez, 2001
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“We specifically focused on firms that are knowingly or unknowingly engaged in BMI.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“In addition, some of the measurement items used in this paper were based on subjective judgments; connecting these subjective judgments with actual performance data would be interesting, however, this is not possible due to European rules in relation to research ethics and informed consent.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
In the paper
“Through an extensive case study, Sosna, Trevinyo-Rodriguez, and Velamuri (2010) found that the exploration phase of BMI consists of initial designs and trial-and-error improvements, which may last for several years before leading to sustained change in the BM.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Sosna, Trevinyo-Rodriguez, and Velamuri (2010) source
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“the results show that firms can improve their performance through (a) allocating more resources for BM experimentation and (b) enhancing their capacity to innovate either by increasing the number of innovation or spending more time for innovation.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 7. Discussion
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
None of the sources cited for this claim have been checked yet.
In the paper
“We are aware that innovativeness may lead to new (technological) innovations which in turn require changes in BMs (Giesen et al., 2010;Calia, Guerrini & Moura, 2007).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Giesen et al., 2010 source
- Not matchedcites Calia, Guerrini & Moura, 2007
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
In the paper
“Achtenhagen, Melin, and Naldi (2013) concluded, through inductive research, that BM experimentation comprises three activities: (a) retrieving information about the environment, (b) encouraging new ideas, and (c) learning from mistakes.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Achtenhagen, Melin, and Naldi (2013) source
boosted- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Our results are not only consistent with previous findings (e.g., Chesbrough, 2010;Kraus, Brem, Schüssler, Schüssler, & Niemand, 2017;Trimi & Berbegal-Mirabent, 2012) showing that innovation is a key success factor for the firm performance, and that BMI is a vehicle for the firm transformation, but also confirm earlier Zott's et al. (2011) finding that argue BMI is the key to firm performance.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 7. Discussion
What the sources say
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
In the paper
“Huang et al. (2012) used a list of components as indicators.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Huang et al. (2012) source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“On the one hand, the PLS-SEM study suggests that spending time and resources on BM experimentation and strategy implementation both contribute to overall firm performance, mediated by higher levels of innovativeness and BM experimentation practices.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Rests on an assumption: The 321 European SMEs studied are representative of SMEs engaged in digital transformation, so that the findings generalize to that population.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“In addition, this study was conducted in Europe, in many different languages, and with cultural and economic differences despite the context of a common market.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
In the paper
“Cavalcante (2013) distinguishes experimentation from learning, defining BM experimentation as researching technical challenges and performing new practices, and BM learning as acquiring new knowledge, discussing new ideas, and contacting and interacting with others, for example, new business partners.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Cavalcante (2013) source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“We ensured content validity by discussing the items in a team of BM researchers from different universities and by pretesting them with independent academic experts and business managers.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.2. Development of the measurement model
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Specifically, the fsQCA results suggest that there are different ways to boost performance and that higher performing firms either choose to spend their efforts on BM experimentation or on strategy implementation.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- The authors state this as an assumption: There can be many pathways to the same outcome (equifinality).
- The authors state this as an assumption: Each pathway can contain different combinations of conditions, and the effect of combinations of necessary and sufficient conditions is sought rather than the net effect of each individual condition.
- Rests on an assumption: The 321 European SMEs studied are representative of SMEs engaged in digital transformation, so that the findings generalize to that population.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“In order to detect potential problems (e.g., ambiguous expressions) and cultural issues, back-translation of the questionnaire into English was performed to ensure that translation did not introduce any bias in the measures.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.1. Survey administration, sample, and data collection
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“The questionnaire was iterated and pretested, reading it aloud to managers and academics to improve the clarity of questions.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.1. Survey administration, sample, and data collection
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“Research on BM experimentation is scarce.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
None of the sources cited for this claim have been checked yet.
In the paper
“Recently,Clauss (2017) andSpieth and Schneider (2016) made valuable contributions in the form of validated scales to measure BMI.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not matchedcites Clauss (2017)
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Spieth and Schneider (2016) source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This paper is a first to position BMI within a context of digitalization.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“The questionnaire was pretested in every one of the 12 (the aforementioned 11 countries and Austria) countries.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.1. Survey administration, sample, and data collection
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Our paper is among the first to show the performance implications of conducting BM experimentation and strategy implementation.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
- Rests on an assumption: The 321 European SMEs studied are representative of SMEs engaged in digital transformation, so that the findings generalize to that population.
What the paper did — it cites no source for this, so there is none to check. The quote shows it is in the paper.
In the paper
“To ensure the validity of responses, the questionnaire starts by asking whether the company changed its BM in the past 24 months.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 4.1. Survey administration, sample, and data collection
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
In the paper
“Souto (2015) used an unspecified two-item scale.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Souto (2015) source
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it.
The authors state this as an assumption.
Dedicating resources to a specific task enables increased activity on that task.
“We assume that dedicating resources to a specific task enables increased activity on that task.”
The authors state this as an assumption.
Experimentation leads to learning.
“Assuming that experimentation leads to learning, there is hence a conceptual link between the learning dimension of innovativeness and the act of experimentation within BMI (Chesbrough, 2010;Teece, 2010).”
The paper relies on this without support.
Realizing a BM innovation requires allocating resources.
“In order to realize a BM innovation, resources have to be allocated; therefore, we focus on resources for BM experimentation as an explanatory factor.”
The authors state this as an assumption.
There can be many pathways to the same outcome (equifinality).
“First, fsQCA assumes that there can be many pathways to the same outcome (referred to as equifinalityfoot_3 ).”
The authors state this as an assumption.
Each pathway can contain different combinations of conditions, and the effect of combinations of necessary and sufficient conditions is sought rather than the net effect of each individual condition.
“Second, it assumes each pathway can contain different combinations of conditions, thus seeking for the effect of combinations (also known as configurations) of necessary and sufficient conditions, rather than seeking for the net effect of each individual condition with the same importance.”
The paper relies on this without support.
The 321 European SMEs studied are representative of SMEs engaged in digital transformation, so that the findings generalize to that population.
“This was analysed in the context of 321 European SEMs firms' experimenting with their BMI during the last 12 months.”
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
The source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“Empirical studies have confirmed a positive correlation between digital maturity and competitive performance in SMEs (Bouwman et al., 2019).”
From Digital transformation: a comparative analysis of SME digital maturity models (2025) · cites this paper as Bouwman et al., 2019
Experimental — accuracy not yet measured
Self-check
Percentages, sums and reported differences re-computed from the paper’s own numbers.
Each contradiction between two passages listed here was confirmed by an independent check.
Rated major: it would touch a result — a value a result rests on, reported and recomputed p-values on opposite sides of the significance level, two passages that conflict with no sign which is right, or a cited work retracted before this paper was published.
In the paper
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
“| BM strategy implementation practices | 0.919 (0.425) | 0.738 (0.814) |”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
“| BM strategy implementation practices | | • | | | | BM experimentation practices | | | ○ | • | | Innovativeness | | | • | ○ | | Raw coverage | 0.608 | 0.919 | 0.674 | 0.595 | | Unique coverage | 0.007 | 0.101 | 0.010 | 0.003 | | Consistency | 0.882 | 0.838 | 0.911 | 0.930 |”
Rated major: it would touch a result — a value a result rests on, reported and recomputed p-values on opposite sides of the significance level, two passages that conflict with no sign which is right, or a cited work retracted before this paper was published.
In the paper
§ How do business model innovation practices improve performance of digitalizing SMEs? > 5.2. Mediation effect
“the results show that there is no significant direct relationship between BM strategy implementation practices and overall firm performance”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 5.2. Mediation effect
“BM experimentation practices partially mediates the relationship between BM strategy implementation practices and the overall firm performance (β = 0.04, t = 2.044, p < .03),as there is a significant direct relationship in this path.”
Citations
Cites
A new criterion for assessing discriminant validity in variance-based structural equation modeling
Henseler, J., Ringle, C. M., & Sarstedt, M. (2015) · Journal of the Academy of Marketing Science · doi:10.1007/s11747-014-0403-8 · Cited by 38,459
Herne, H., Cooley, W. W., & Lohnes, P. R. (1973) · Journal of the Royal Statistical Society Series A (General) · doi:10.2307/2344428 · Cited by 35,801
Pls-Sem: indeed a silver bullet
Hair, J. F., Ringle, C. M., & Sarstedt, M. (2011) · Journal of Marketing Theory and Practice · doi:10.2753/mtp1069-6679190202 · Cited by 21,631
Hu, L.-T., & Bentler, P. M. (1998) · Psychological Methods · doi:10.1037/1082-989x.3.4.424 · Cited by 12,298
Bell, E., Bryman, A., & Harley, B. (2022) · Oxford University Press eBooks · doi:10.1093/hebz/9780198869443.001.0001 · Cited by 10,965
Business models, business strategy and innovation
Teece, D. J. (2010) · Long Range Planning · doi:10.1016/j.lrp.2009.07.003 · Cited by 8,335
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Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research
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The business model: Recent developments and future research
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Cited by
Sorted by citations
Items 101–200 of 647
Human capital, digital transformation, and firm performance of startups in Vietnam
Ghi, T. N., Thu, N. Q., Huan, N. Q., et al. (2022) · Management · doi:10.2478/manment-2019-0081 · Cited by 38
Business model innovation and firm performance: Evidence from manufacturing SMEs
Salfore, N., Jaleta, M. E., & Alemu, Z. K. (2023) · Heliyon · doi:10.1016/j.heliyon.2023.e16384 · Cited by 58
Valdez-Juárez, L. E., Ramos-Escobar, E. A., & Álvarez, E. P. B. (2023) · Administrative Sciences · doi:10.3390/admsci13010015 · Cited by 55
Surround yourself with your betters: Recommendations for adopting Industry 4.0 technologies in SMEs
Grooss, O. F., Presser, M. A., & Tambo, T. (2022) · Digital Business · doi:10.1016/j.digbus.2022.100046 · Cited by 36
Melo, I. C., Alves, P. N., Queiroz, G. A., Yushimito, W. F., & Pereira, J. (2023) · Sustainability · doi:10.3390/su15064917 · Cited by 53
Jing, H., Zhang, Y., & Ma, J. (2023) · Heliyon · doi:10.1016/j.heliyon.2023.e21020 · Cited by 35
Digital transformation in small and medium enterprises: a scientometric analysis
Sánchez, D. T. P., & Sarmiento, L. H. T. (2023) · Digital Transformation and Society · doi:10.1108/dts-06-2023-0048 · Cited by 83
Business Model Innovation for Circular Economy in Fashion Industry: A Startups' Perspective
Ostermann, C. M., Nascimento, L. D. S., & Zen, A. C. (2021) · Frontiers in Sustainability · doi:10.3389/frsus.2021.766614 · Cited by 40
A data-envelopment analysis-based systematic review of the literature on innovation performance
Narayanan, E., Ismail, W. R., & Mustafa, Z. (2022) · Heliyon · doi:10.1016/j.heliyon.2022.e11925 · Cited by 34
“Similarly, the need for appropriate conditions to facilitate these developments is paramount; including having suitable market-friendly business models and processes (Bouwman et al., 2019).”
BackgroundThe role of leadership in sustainable digital transformation of the organization
Hariyani, D., Hariyani, P., & Mishra, S. (2025) · Sustainable Futures · doi:10.1016/j.sftr.2025.101130 · Cited by 75
Durman, S., Iyiola, K., Alzubi, A. B., & Aljuhmani, H. Y. (2025) · Management Decision · doi:10.1108/md-04-2025-0951 · Cited by 48
Antecedents of internationalization of Taiwanese SMEs: a resource-based view
Chen, Y., Guo, S.-L., & Huang, K. (2023) · International Journal of Emerging Markets · doi:10.1108/ijoem-05-2022-0875 · Cited by 51
Zare, J., & Persaud, A. (2024) · Management Review Quarterly · doi:10.1007/s11301-024-00426-z · Cited by 33
“This cluster sheds light on the relevance of management capabilities, resource management, and strategy in driving value creation and digital transformation (Heubeck and Meckl 2022 ; Witschel et al. 2022; Velu 2020), particularly in SMEs (Andersen et al. 2022; Bouwman et al. 2019).”
Chen, X., Zhang, X., Cai, Z., & Chen, J. (2024) · Systems · doi:10.3390/systems12040139 · Cited by 55
The role of ERP in business model innovation: Impetus or impediment
Molina‐Castillo, F., Rodríguez, R., López‐Nicolás, C., & Bouwman, H. (2022) · Digital Business · doi:10.1016/j.digbus.2022.100024 · Cited by 42
Self-citationDigital business model innovation among small and medium‐sized enterprises (SMEs)
Teoh, M. F., Ahmad, N. H., Halim, H. A., & Huey, K. W. (2023) · Global Business and Organizational Excellence · doi:10.1002/joe.22200 · Cited by 52
A digital business transformation maturity model for micro enterprises in developing countries
Sukrat, S., & Leeraphong, A. (2023) · Global Business and Organizational Excellence · doi:10.1002/joe.22230 · Cited by 47
The Impact of Big Data on SME Performance: A Systematic Review
Kgakatsi, M., Galeboe, O., Molelekwa, K., & Thango, B. A. (2024) · Businesses · doi:10.3390/businesses4040038 · Cited by 72
The challenge of measuring innovation types: A systematic literature review
Stundžienė, A., Pilinkienė, V., Vilkas, M., Grybauskas, A., & Lukauskas, M. (2024) · Journal of Innovation & Knowledge · doi:10.1016/j.jik.2024.100620 · Cited by 32
“First, scholars measure business model innovation directly by probing for changes to the business model or parts of the business model (Bouwman et al., 2019; Liu et al., 2024).”
Determinants of digitization in SMEs
Marcysiak, A., & Pleskacz, Ż. (2021) · Journal of Entrepreneurship and Sustainability Issues · doi:10.9770/jesi.2021.9.1(18 · Cited by 32
Pham, Q. H., & Vu, K. P. (2022) · Asia Pacific Journal of Innovation and Entrepreneurship · doi:10.1108/apjie-02-2022-0013 · Cited by 55
Impact of digital burnout on the use of digital consumer platforms
da Silva, F. P., Jerónimo, H. M., Henriques, P. L., & Ribeiro, J. (2024) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2023.123172 · Cited by 32
Enterprise service-oriented transformation and sustainable development driven by digital technology
Luo, S., & Liu, J. (2024) · Scientific Reports · doi:10.1038/s41598-024-60922-w · Cited by 44
The spatial implications of rural business digitalization: case studies from Wales
Norris, L. (2020) · Regional Studies, Regional Science · doi:10.1080/21681376.2020.1841674 · Cited by 32
The effect of knowledge collaboration on business model reconfiguration
Belitski, M., & Mariani, M. M. (2022) · European Management Journal · doi:10.1016/j.emj.2022.02.006 · Cited by 31
Driving SME performance through technological absorptive capacity and e-business innovation
Changalima, I. A., Ismail, I. J., & Amani, D. (2024) · Sustainable Technology and Entrepreneurship · doi:10.1016/j.stae.2024.100089 · Cited by 50
Hanifawati, T., & Listyaningrum, R. S. (2021) · Warta LPM · doi:10.23917/warta.v24i3.12615 · Cited by 30
Digital transformation in Vietnamese SMEs: managerial implications
Walsh, J. C., Nguyen, T. Q., & Hoang, T. G. (2023) · Journal of Internet and Digital Economics · doi:10.1108/jide-09-2022-0018 · Cited by 30
Xu, S., Chen, H., Dong, S., & Guo, Z. (2023) · Telecommunications Policy · doi:10.1016/j.telpol.2023.102569 · Cited by 30
Tripathi, A., & Sıngh, A. (2024) · Sustainability · doi:10.3390/su16093831 · Cited by 39
Servitization and product service system: A literature review on value creation
Li, H., Zhao, J., Cao, Y., Su, L., Zhao, Z., & Zhang, Y. (2024) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2024.123724 · Cited by 41
Zhang, Q., & She, J. (2024) · PLoS ONE · doi:10.1371/journal.pone.0310241 · Cited by 28
A Systematic Review of Factors Influencing Digital Transformation of SMEs
Mo Bin, G. H. (2021) · Türk bilgisayar ve matematik eğitimi dergisi · doi:10.17762/turcomat.v12i11.6102 · Cited by 40
“Bouwman et al. (2019) viewed digital transformation as a process closely related to business model innovation and found that allocating more resources for new business model experimentation and strategy implementation practices can positively increase the overall firm performance.”
BackgroundDigital Maturity and Digital Transformation Strategy among Greek Small and Medium Enterprises
Kargas, A. D., Gialeris, E., Komisopoulos, F., Lymperiou, A., & Salmon, I. (2023) · Administrative Sciences · doi:10.3390/admsci13110236 · Cited by 42
“Such evidence supports the existing results for traditional industries (Remane et al. 2017), manufacture (Luz Mart í n-Peña et al. 2018) and SMEs (Bouwman et al. 2019) as well.”
BackgroundResultDigital transformation and corporate social responsibility engagement: Evidence from China
Song, D., Tan, Z., Wang, W., & Zhai, R.-X. (2024) · International Review of Financial Analysis · doi:10.1016/j.irfa.2024.103805 · Cited by 29
Juříčková, E., Pilík, M., & Kwarteng, M. A. (2019) · JOURNAL OF INTERNATIONAL STUDIES · doi:10.14254/2071-8330.2019/12-4/19 · Cited by 28
Mosterd, L., Sobota, V., van de Kaa, G., Ding, A. Y., & de Reuver, M. (2021) · Technovation · doi:10.1016/j.technovation.2021.102331 · Cited by 35
Self-citationKuzma, E. L., & Sehnem, S. (2022) · Business Strategy and the Environment · doi:10.1002/bse.3158 · Cited by 32
Ilyas, I. M., Kammerlander, N. H., Turturea, R., & van Essen, M. (2023) · Journal of Management Studies · doi:10.1111/joms.12966 · Cited by 43
Marín, R., Santos‐Arteaga, F. J., Madjid Tavana, D., & Caprio, D. D. (2023) · Journal of Innovation & Knowledge · doi:10.1016/j.jik.2023.100454 · Cited by 27
“For instance, Haug et al. (2023) highlighted the conditioning quality of technological orientation, while Bouwman et al. (2019) focused on business model experimentation and strategy implementation.”
Building the future through digital entrepreneurship and innovation
Sánchez‐García, E., Martínez‐Falcó, J., Marco‐Lajara, B., & Gigauri, I. (2024) · European Journal of Innovation Management · doi:10.1108/ejim-04-2024-0360 · Cited by 30
Digital transformation in SMEs: global maps and trends of research
Elsa, D., Indrawati, H., & Caska, C. (2025) · Strategy and Leadership · doi:10.1108/sl-09-2024-0104 · Cited by 45
Al-Omoush, K. S. (2022) · Kybernetes · doi:10.1108/k-07-2022-0959 · Cited by 27
Can digital transformation promote firms' sustainable development? Evidence based on ESG performance
Zhou, Z., Yuan, Z., & He, C. (2025) · International Review of Financial Analysis · doi:10.1016/j.irfa.2025.104434 · Cited by 32
Rojas, J., Elías-Giordano, C., Quiroz-Flores, J. C., et al. (2023) · Social Sciences & Humanities Open · doi:10.1016/j.ssaho.2023.100777 · Cited by 26
Thai, H. V., Hue, T. H. H., Chen, P., & Tran, M. (2023) · Corporate Social Responsibility and Environmental Management · doi:10.1002/csr.2662 · Cited by 25
Business model transition and entrepreneurial small businesses: a systematic literature review
Leipziger, M., Kanbach, D. K., & Kraus, S. (2024) · Journal of Small Business and Enterprise Development · doi:10.1108/jsbed-10-2023-0503 · Cited by 34
Does digitalisation enable small and medium‐sized enterprises to become more sustainable?
Trueba‐Castañeda, L., Rodríguez, F. M. S., & Olmo, B. T. (2024) · Corporate Social Responsibility and Environmental Management · doi:10.1002/csr.2838 · Cited by 27
Bashir, M., Farooq, R., & Naqshbandi, M. M. (2024) · Business Process Management Journal · doi:10.1108/bpmj-08-2023-0670 · Cited by 31
Abhishek, N., Suraj, N., Rahiman, H. U., Nawaz, N., Kodikal, R., Kulal, A., & Raj, K. (2024) · Journal of Accounting & Organizational Change · doi:10.1108/jaoc-01-2024-0039 · Cited by 47
Abuseta, H., Iyiola, K., & Aljuhmani, H. Y. (2025) · Sustainability · doi:10.3390/su17125296 · Cited by 41
Firm and Board Characteristics, and E-Waste Disclosure: A Study in the Era of Digitalisation
Abd-Mutalib, H., Jamil, C. Z. M., Mohamed, R., et al. (2021) · Sustainability · doi:10.3390/su131810417 · Cited by 24
Does digital transformation promote the volatility of firms' innovation investment?
Zhang, Y., Li, R., & Xie, Q. (2023) · Managerial and Decision Economics · doi:10.1002/mde.3951 · Cited by 24
An empirical investigation of critical success factors in implementing digital transformation
Chang, Y., & Chen, J. (2025) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2025.124161 · Cited by 40
Implementing Business Models Into Operations: Impact of Business Model Implementation on Performance
Verhagen, M. P., de Reuver, M., & Bouwman, H. (2021) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2020.3046365 · Cited by 29
“evident when digital transformation forces firms to reconsider their BMs [11].”
BackgroundSelf-citationAn overview of e-commerce adoption in Indonesian SMEs
Hasan, A., Amrusi, Musfiana, et al. (2021) · Journal of Physics Conference Series · doi:10.1088/1742-6596/1811/1/012104 · Cited by 23
“Digital transformation has required companies to change the direction of their new business models through innovation [2, 3].”
BackgroundDigital futures of small businesses and entrepreneurial opportunity
Reuschke, D., Mason, C. M., & Syrett, S. (2021) · Futures · doi:10.1016/j.futures.2021.102877 · Cited by 23
Sabatini, A., Cucculelli, M., & Gregori, G. L. (2022) · Entrepreneurial Business and Economics Review · doi:10.15678/eber.2022.100302 · Cited by 23
Exploring the Enablers of Digital Transformation in Small and Medium-Sized Enterprises
Lokuge, S., & Duan, S. X. (2022) · Advances in business strategy and competitive advantage book series · doi:10.4018/978-1-6684-4895-3.ch008 · Cited by 29
Faiz, M. N. M., Sarwar, N., Tariq, A., & Memon, M. A. (2024) · Journal of Small Business and Enterprise Development · doi:10.1108/jsbed-07-2023-0341 · Cited by 23
How Does the Smart City Policy Influence Digital Infrastructure? Spatial Evidence from China
Song, M., Xiao, Y., & Zhou, Y. (2023) · Land · doi:10.3390/land12071381 · Cited by 22
Al‐Omush, A., Momany, M. T., Hannoon, A., & Anwar, M. (2023) · Sustainability · doi:10.3390/su152115668 · Cited by 22
“Thus, due to cultural differences, environmental factors, and regulations [19,21], the insights of these studies do not significantly fit Asian markets.”
BackgroundResultHuang, S., Wang, Y., Gong, X., & Deng, F. (2025) · Journal of Knowledge Management · doi:10.1108/jkm-09-2024-1050 · Cited by 26
Grooss, O. F., Presser, M. A., & Tambo, T. (2022) · Procedia Computer Science · doi:10.1016/j.procs.2022.01.247 · Cited by 22
Business model innovation as a turnaround strategy
Shahri, M. H., & Sarvestani, M. N. (2020) · Journal of strategy and management · doi:10.1108/jsma-08-2019-0154 · Cited by 22
Razzak, B. M., Idris, B., Hasan, R., Saridakis, G., & Hansen, J. M. (2023) · International Journal of Entrepreneurial Behaviour & Research · doi:10.1108/ijebr-05-2021-0389 · Cited by 21
Hoang, D. V., & Hien, N. T. (2024) · International Journal of Innovation Management · doi:10.1142/s1363919624500075 · Cited by 29
Li, X., Fan, D., Li, Z., et al. (2023) · Sustainability · doi:10.3390/su15129637 · Cited by 21
Adekunle, P., Aigbavboa, C. O., Akinradewo, O. I., Ikuabe, M. O., & Otasowie, K. (2024) · Buildings · doi:10.3390/buildings14030827 · Cited by 23
Digitalization of corporate finance and firm performance: global evidence and analysis
Hossain, M. S., & Sultana, M. (2024) · Journal of Financial Economic Policy · doi:10.1108/jfep-04-2023-0109 · Cited by 21
Dung, L. T., & Dung, T. T. H. (2024) · Journal of Innovation and Entrepreneurship · doi:10.1186/s13731-024-00391-7 · Cited by 47
“…by previous studies (Baden-Fuller & Haefliger, 2013), little attention has been devoted to connecting these two concepts (Smajlović et al., 2019), especially in the context of digital technology and SME internationalisation (Bouwman et al., 2019; Denicolai et al., 2021; Krenn, & Chiarvesio, 2024).”
BackgroundRetractedDigital divide and income inequality: causal evidence from Italian provinces
Bergantino, A. S., Fusco, G., Intini, M., & Monturano, G. (2025) · The Annals of Regional Science · doi:10.1007/s00168-025-01440-z · Cited by 30
“More broadly, the digital economy contributes to market expansion (Carls-son 2004), increases productivity by digitizing of business processes Bouwman et al. (2019), and ultimately fosters employment growth (Mack and Faggian 2013; Balsmeier and Woerter 2019).”
Anton, E., Oesterreich, T. D., & Teuteberg, F. (2022) · Information & Management · doi:10.1016/j.im.2022.103619 · Cited by 27
Trischler, M. F. G., & Li‐Ying, J. (2022) · International Journal of Innovation Management · doi:10.1142/s136391962240014x · Cited by 20
Hajiagha, S. H. R., Alaei, S., Sadraee, A., & Nazmi, P. (2023) · Journal of Enterprise Information Management · doi:10.1108/jeim-02-2023-0078 · Cited by 23
Andreasson, M., Karabağ, S. F., Simonsson, J., et al. (2024) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2024.123300 · Cited by 20
“These studies concentrate on aspects like technological diversification (Ceipek et al., 2021; Corrocher and Ozman, 2020) or business model innovation, offering nuanced views on the process and outcomes of digital diversification (Bouwman et al., 2019; Chanias et al., 2019).”
BackgroundDoes digital transformation affect systemic risk? Evidence from the banking sector in China
Li, Y., Xia, Y., Sun, Z., & Sun, N. (2025) · International Review of Financial Analysis · doi:10.1016/j.irfa.2025.104137 · Cited by 25
Wardhana, V. D., So, I. G., Warganegara, D. L., & Hamsal, M. (2022) · Journal of Business and Industrial Marketing · doi:10.1108/jbim-05-2022-0208 · Cited by 19
Tran, K. D. P., Thuy Vo, T. N., & Tram Thai, N. B. (2023) · International Journal of Innovation Science · doi:10.1108/ijis-08-2022-0161 · Cited by 19
Innovative business models of SMEs: state-of-the-art and future research agenda
Ferreira, J. J., Fernandes, A. J. C., & Gerschewski, S. (2024) · Journal of Small Business and Enterprise Development · doi:10.1108/jsbed-10-2023-0505 · Cited by 20
Huang, W., & Ichikohji, T. (2024) · PLoS ONE · doi:10.1371/journal.pone.0304471 · Cited by 21
E-marketing Practices of Micro-, Small- and Medium-sized Enterprises: Evidence from India
Singh, T., Kumar, R., & Kalia, P. (2021) · Emerald Group Publishing Limited eBooks · doi:10.1108/978-1-80071-264-520211012 · Cited by 19
Foltean, F. S., & van Bruggen, G. H. (2022) · Springer eBooks · doi:10.1007/978-3-030-98183-9_1 · Cited by 23
Dong, H., & Wang, B. (2022) · IEEE Access · doi:10.1109/access.2022.3189772 · Cited by 21
Dreßler, M., & Paunović, I. (2021) · Administrative Sciences · doi:10.3390/admsci11040146 · Cited by 18
“Business model innovation can be used for conceptualizing and mapping strategic evolution, managing process of change and identifying change outcomes and consequences (Bouwman et al. 2019; Foss and Saebi 2017).”
BackgroundWhere business model innovation comes from and where it goes: A bibliometric review
Zhang, X., Antonialli, F., Mira-Bonnardel, S., & Bareille, O. (2023) · Creativity and Innovation Management · doi:10.1111/caim.12558 · Cited by 25
Ledi, K. K., Ameza-Xemalordzo, E. B., Amoako, G. K., et al. (2023) · Cogent Business & Management · doi:10.1080/23311975.2023.2238977 · Cited by 18
CONSTRUCTING AN ENTREPRENEURSHIP PROJECT EVALUATION SYSTEM USING A HYBRID MODEL
Shao, Q., Liou, J. J. H., Weng, S.-S., & Su, P. (2020) · Journal of Business Economics and Management · doi:10.3846/jbem.2020.13165 · Cited by 18
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Digital driven success: the digitalization effect on SME performance
Zhao, Z. (., Hönigsberg, S., & Mandviwalla, M. (2025) · Information Technology for Development · doi:10.1080/02681102.2025.2453213 · Cited by 41
“Digitalization in the context of SMEs is the adoption and use of digital technologies in business activities to enhance operational e ffi ciency, customer engagement, and market reach (Bouwman et al., 2019; Mandviwalla & Flanagan, 2021).”
AI-Enabled Strategic Transformation and Sustainable Outcomes in Serbian SMEs
Damnjanović, A. M., Rašković, M., Janković, S. D., Jevtić, B., Skoropad, V. N., Marković, Z., Lukić-Vujadinović, V., Injac, Z., & Marinković, S. (2025) · Sustainability · doi:10.3390/su17198672 · Cited by 16
Chu, Y., Ye, S., Li, H., Strauss, J., & Zhao, C. (2023) · Sustainability · doi:10.3390/su15086727 · Cited by 25
“The increased digital disruption and competition places pressure on banks to reconsider their existing business models and find potential market opportunities [23,24].”
Digital marketing adoption of microenterprises in a technology acceptance approach
Buvár, Á., & Gáti, M. (2023) · Management & Marketing · doi:10.2478/mmcks-2023-0008 · Cited by 18
“Strategic decisions about digital transformation do not automatically improve performance, because it requires small businesses to rethink and change their business model (Bouwman et al., 2019).”
ESG and firm performance: The role of digitalization
Eriandani, R., & Winarno, W. A. (2023) · Journal of Accounting and Investment · doi:10.18196/jai.v24i3.20044 · Cited by 18
“Studies in developed countries consistently have found a positive link between corporate digitization and corporate performance, although technology has a potentially disruptive impact (Bouwman et al., 2019; Ferreira et al., 2019).”
BackgroundDigital economy, dynamic capabilities, and corporate innovation boundary
Zhang, X., Yang, X., & Fu, Q. (2024) · Finance research letters · doi:10.1016/j.frl.2024.106675 · Cited by 18
Aramburu, N., North, K., Zubillaga, A., et al. (2021) · Frontiers in Psychology · doi:10.3389/fpsyg.2020.587949 · Cited by 17
“Surveys (Tarutea and Gatautis, 2014; Bouwman et al., 2019; Shettima and Sharma, 2020) prove that the digitalization has a positive effect on the performance of SMEs.”
BackgroundZeiringer, J. P., Durst, S., & Thalmann, S. (2022) · Journal of theoretical and applied electronic commerce research · doi:10.3390/jtaer17010018 · Cited by 16
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Outside-in thinking, value chain collaboration and business model innovation in manufacturing firms
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Metadata
- Authors
- Bouwman, H., Nikou, S., & de Reuver, M.
- Affiliations
- Delft University of Technology (NL)
- Åbo Akademi University (FI)
- Corresponding author
- Nikou, Shahrokh
- Venue
- Telecommunications Policy
- Publisher
- Elsevier BV
- Published
- 2019-10
- Volume
- 43
- Issue
- 9
- Pages
- 101828
- ISSN
- 0308-5961 (ISSN-L)
- OpenAlex
- W2945158447
- Semantic Scholar
- 88cf73495bccd7fc6c14dc174952df86312ed0fb
- Cited by
- 653
- References
- 131
- Citations by year
- 2026: 62 · 2025: 119 · 2024: 153 · 2023: 128 · 2022: 93 · 2021: 61 · 2020: 35 · 2019: 2
- FWCI
- 80.29
- Type
- journal article
- Language
- en
- Open access
- green
- research.abo.fi
- Locations
- Telecommunications Policy (publishedVersion)
- Åbo Akademi University Research Portal (submittedVersion)
- Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
- RePEc: Research Papers in Economics (submittedVersion)
- Research Repository (Delft University of Technology) (submittedVersion)
- Funders
- European Commission (645791, HORIZON2020)
- Topics
- Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Digital Innovation in Industries
- Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Keywords
- digital transformation, business model innovation, small and medium-sized enterprises, firm performance, strategy implementation, resource allocation, equifinality, social media, big data, information technology, business model experimentation
About these checks
Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.
A language model drew the claims from the paper on 2026-10-11, under version 3 of the claim definition (model deepseek-v4.1-flash, prompt extract-v3).
A second model labelled each claim on 2026-10-11 (model jev-1.13-20260917, definition revision gold-guideline-v0.2).
Cited sources are checked with a language model’s help (gpt-6-sol).
Statistics and arithmetic are recomputed, not judged.
Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.
What counts as a claim ›How we measure confidence ›How we check this ›
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