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
10 of 65 cited sources checked · 4 supported · 1 flagged · 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
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passes- 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)
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes- 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIn 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesThe 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesNone 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
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
- 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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)
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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)
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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)
Strength:plain· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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)
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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)
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:hedged· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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.
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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.
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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.
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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.
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:boosted· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✗ Based: failsProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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.
Strategy-only solution has incompatible consistency values
MajorTable 9 defines Solution 2 solely by the presence of BM strategy implementation practices. Its sufficiency consistency should therefore equal the coverage reported for that same condition in Table 8, but the values are 0.838 and 0.738. The difference matters because 0.738 falls below the paper's 0.75 threshold for retaining a sufficient solution.
“| BM strategy implementation practices | 0.919 (0.425) | 0.738 (0.814) |”
“| 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 |”
Direct strategy-performance relationship is described both ways
MajorThe mediation section first says there is no significant direct relationship between strategy implementation practices and performance. It then calls that direct relationship significant when explaining the mediation result, changing the interpretation of that result.
“the results show that there is no significant direct relationship between BM strategy implementation practices and overall firm performance”
“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
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Flagged first, then by citations
7 of the 131 references couldn’t be matched to a known paper.
Cited by
Sorted by citations
Items 301–400 of 647
The impact of digitalization progress on carbon abatement costs: Cheaper or more expensive?
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Duarte, N., & Dong, R. K. (2025) · Systems · doi:10.3390/systems14010004 · Cited by 5
Demann, J., Doblinger, C., & Nar, S. (2026) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2026.101954 · Cited by 4
Impact of Entrepreneurial Networking on Firm Performance A Dual Moderated Mediation Analysis
Arshad, Z., Jamil, M., Rehman, M. F. U., et al. (2023) · CARC Research in Social Sciences · doi:10.58329/criss.v2i4.65 · Cited by 4
Amaya, A., Campoverde, J. I., & Granda, M. L. (2024) · Journal of technology management & innovation · doi:10.4067/s0718-27242024000100040 · Cited by 7
Malone, T., & Thomsen, A. (2025) · Journal of Small Business Strategy · doi:10.53703/001c.129666 · Cited by 4
New Solutions for Old Problems: Exploring Business Model Innovation in Food Sharing Platforms
Grieco, C., & Morgante, A. (2025) · Business Strategy and the Environment · doi:10.1002/bse.4265 · Cited by 4
A Different Magnitude of SME Business Model Innovation: A Lesson From The Pandemic
Purusottama, A., Ardianto, A., & Kadarusman, Y. B. (2022) · Indonesian Journal of Business and Entrepreneurship · doi:10.17358/ijbe.8.2.182 · Cited by 4
Zhang, J., Xu, H., & Xiao, X. (2022) · Discrete Dynamics in Nature and Society · doi:10.1155/2022/1317646 · Cited by 4
Muftiasa, A., Wibowo, L. A., Hurriyati, R., et al. (2023) · E+M Ekonomie a Management · doi:10.15240/tul/001/2023-1-008 · Cited by 4
Human Capital, Social Capital and Business Model Design: Empirical Evidence of Tunisian Firms
Affes, W., & Affes, H. S. (2023) · Journal of the Knowledge Economy · doi:10.1007/s13132-023-01234-8 · Cited by 4
Kiseľáková, D., Šofranková, B., Gombár, M., & Matijová, M. (2024) · Asian Economic and Financial Review · doi:10.55493/5002.v14i4.5020 · Cited by 10
Integration of Smart City Technology and Business Model Innovation
Liu, Z., Liu, Y., & Osmani, M. (2024) · Sustainability · doi:10.3390/su16125102 · Cited by 4
Gilsing, R., Türetken, O., Özkan, B., et al. (2025) · Journal of Engineering and Technology Management · doi:10.1016/j.jengtecman.2025.101877 · Cited by 4
Evolving Digital Transformation in SMEs : Transitioning From Outsourcing to Internal Integration
Sagarna, L. J. D. U., Peinado‐García, J., Fernández, J. G., & Cepeda‐Carrión, G. (2025) · Information Systems Journal · doi:10.1111/isj.70008 · Cited by 4
Ahomed, R. (2020) · Interfases · doi:10.26439/interfases2020.n013.5026 · Cited by 4
Schneider, M., Hellweg, T., & Menzefricke, J. S. (2022) · Proceedings of the Design Society · doi:10.1017/pds.2022.81 · Cited by 4
“In order to identify and overcome these hurdles, some research focuses on the digitalization of small and medium-sized enterprises (Eller et al., 2020; Bouwman et al., 2019; Arendt, 2008) and some digital maturity models are explicitly aimed at these enterprises (Kuusisto et al.”
BackgroundRegional Differences of Digitalization Level in the Activities of Organizations in Russia
Pinkovetskaia, Y. S., Lebedev, A. V., & Somkin, A. A. (2022) · REGIONOLOGY · doi:10.15507/2413-1407.120.030.202203.721-747 · Cited by 4
“Ученые отмечают важную роль цифровизации системы управления предприятиями [24; 25].”
Digital Transformation-Driven Business Model Innovation
Wirtz, B. W., & Kubin, P. R. M. (2022) · Advances in business strategy and competitive advantage book series · doi:10.4018/978-1-6684-4895-3.ch009 · Cited by 4
Badri, M. A., Alkhaili, M., Aldhaheri, H., Yang, G., Albahar, M., & AlRashdi, A. S. (2023) · Journal of Social Science · doi:10.46799/jss.v4i1.480 · Cited by 5
A magyar kis- és középvállalkozások digitális érettsége : A digiméter index: elméleti megalapozás
Pintér, R. (2023) · Vezetéstudomány / Budapest Management Review · doi:10.14267/veztud.2023.09.02 · Cited by 4
Mitrović, Z., Thakur, C., & Palhad, S. (2023) · BENTHAM SCIENCE PUBLISHERS eBooks · doi:10.2174/9789815196719123010004 · Cited by 4
Kumar, R. N., Kumar, R. N., Janani, M., et al. (2024) · Studies in systems, decision and control · doi:10.1007/978-3-031-63569-4_19 · Cited by 4
Digital Transformation as a Source of Innovative Growth for Small and Medium Enterprises in Russia
Kokuytseva, T. V., & Ovchinnikova, O. P. (2020) · Palgrave studies in cross-disciplinary business research, in association with EuroMed Academy of Business · doi:10.1007/978-3-030-45831-7_7 · Cited by 4
Tabaghdehi, S. A. H. (2022) · Emerald Group Publishing Limited eBooks · doi:10.1108/s0573-855520220000296008 · Cited by 4
Hadining, A. F. (2020) · International Journal of Innovation in Enterprise System · doi:10.25124/ijies.v4i01.49 · Cited by 4
“Social media has changed things, including how companies communicate with consumers, deliver their services, and integrate IT systems [3, 4].”
BackgroundKargas, A., Drosos, D., Gkika, E., Komisopoulos, F., Katsianis, D., Andriopoulos, A., Chaniotaki, E., Rokkas, T., Argyroulis, V., Filios, S., et al. (2026) · Corporate and Business Strategy Review · doi:10.22495/cbsrv7i2art7 · Cited by 3
“…on internal organisational factors, including employees’ digital capabilities, innovation-oriented business models, leadership support for digital transformation and data-driven decision-making processes (Scuotto et al., 2021; Bouwman et al., 2019; Alraja et al., 2021; Kilimis et al., 2019).”
Circularity in Motion: The Circular Knowledge Management Model
Eskiyerli, D., & Dondrup, T. (2025) · Circular Economy · doi:10.55845/iezw9337 · Cited by 3
“After reviewing the main relevant literature (Acerbi et al., 2020; Atiku, 2020; Bagnoli & Vedovato, 2014; Bouwman et al., 2019; Castagna et al., 2020; Cerchione et al., 2016; Cerchione & Esposito, 2017; Dethine et al., 2020; Hund et al., 2020; Isensee et al., 2020; Kapoor & Aggarwal, 2021;…”
An entropy-based digital maturity index for small and medium enterprises in Hungary
Bánhidi, Z., & Dobos, I. (2025) · Central European Journal of Operations Research · doi:10.1007/s10100-025-00985-w · Cited by 3
Higher Education Institutions as Leverage for Backing up SMEs’ Efforts to Meet SDG 9
Velazquez, L. E. (2025) · Sustainability · doi:10.3390/su17104665 · Cited by 3
Clemente‐Almendros, J. A., Peláez, A., Chura‐Quispe, G., & Velarde‐Molina, J. F. (2025) · International Journal of Innovation Studies · doi:10.1016/j.ijis.2025.08.001 · Cited by 3
Penggunaan Aplikasi Google Maps Sebagai Media Promosi UMKM di Nagari Batang Arah Tapan
Rindiyani, R., Nuzuli, A. K., & Oktaviana, W. (2023) · Jurnal Pengabdian Masyarakat dan Riset Pendidikan · doi:10.31004/jerkin.v2i1.155 · Cited by 3
Huy, P. Q., & Phuc, V. K. (2024) · Management & Marketing · doi:10.2478/mmcks-2024-0007 · Cited by 6
“All the standardized factor loadings were demanded to be above the requested score of 0.60 to produce proof of convergent validity (Hair et al., 2010; Bouwman et al., 2019).”
Influential(2024) · Journal of System and Management Sciences · doi:10.33168/jsms.2024.1219 · Cited by 3
“Companies adopt digital as an effective step to minimize physical contact and make various decision making more effective and efficient (Bouwman et al., 2019; Mishra et al., 2023; Amanullah et al., 2023).”
Revealing the digital transformation, uncovering hidden process dimensions of education
Tsupari, K., Lagstedt, A., & Kauppinen, R. (2024) · Business Process Management Journal · doi:10.1108/bpmj-09-2023-0748 · Cited by 3
Masry, A. E. (2025) · Buildings · doi:10.3390/buildings15101671 · Cited by 3
“Although this allowed for generalization and statistical analysis, it also means that more in-depth qualitative perspectives—such as organizational decision-making processes or cultural factors—were not captured in detail.”
DIGITALISATION AS A MODERN TREND IN THE DEVELOPMENT OF FINANCIAL MANAGEMENT IN SMALL BUSINESS
Khalatur, S. M., Masiuk, I., Kravchenko, M., et al. (2025) · Financial and credit activity problems of theory and practice · doi:10.55643/fcaptp.3.62.2025.4758 · Cited by 3
Dat, N. H. A., Ghi, T. N., & Huan, N. Q. (2025) · Journal Of Organizational Behavior Research · doi:10.51847/zrhylx1skr · Cited by 5
Digital Business Model Innovation in SMEs - Case Studies with DIH Support from Brandenburg (Germany)
Gebauer, M., Tangour, C., & Zeitschel, D. (2020) · Lecture notes in business information processing · doi:10.1007/978-3-030-64642-4_13 · Cited by 3
Evaluative Framework for Digital Competitiveness
Semerádová, T., Weinlich, P., & Švermová, P. (2022) · Contributions to management science · doi:10.1007/978-3-030-93131-5_2 · Cited by 3
Embedding sustainability in university work experience placements: a De Montfort University model
Onyido, T. B. C., Allman, Z., Hardaker, P. A., et al. (2022) · Education + Training · doi:10.1108/et-09-2021-0356 · Cited by 3
Business models and organizational choices for SMEs in the digital single market
Carli, G., Hartley, J., & Tagliaventi, M. R. (2023) · Edward Elgar Publishing eBooks · doi:10.4337/9781803921648.00008 · Cited by 3
Wang, B., & Zhang, Q. (2023) · Journal of the Knowledge Economy · doi:10.1007/s13132-023-01250-8 · Cited by 3
“…(Spieth et al., 2014), competitive environment changes (Pucihar et al., 2019), policy regime shocks (Bocken & Geradts, 2020), and opportunities presented by new information and communication technologies (Bouwman et al., 2019) all drive companies to innovate their business model in varying degrees.”
Effect of Digitalisation on Bank's Financial Performance in Pakistan
Sultan, J., Asghar, E., Khan, A. N., & Rafique, M. A. (2023) · Pakistan Journal of Humanities and Social Sciences · doi:10.52131/pjhss.2023.1102.0445 · Cited by 4
The Effect of Digitizing Library Services and Facilities on User Satisfaction
Mutawali, A., Alamsyah, S., & Saputra, U. N. (2023) · International Journal of Economics (IJEC) · doi:10.55299/ijec.v2i2.443 · Cited by 3
“Digitalization is the process of converting from analog to digital using digital technology and data with an automatic operating system with a computerized system (Bouwman et al., 2019).”
MethodSmall Businesses Participating in Digital Platform Ecosystems - A Descriptive Literature Review
Fitz, L. R. G., & Scheeg, J. (2023) · Lecture notes in business information processing · doi:10.1007/978-3-031-43590-4_3 · Cited by 3
Li, J., & Ji, J. (2023) · Sustainability · doi:10.3390/su152316177 · Cited by 3
Sun, Z., Zhong, X., Meng, L., & Zhao, Y.-Y. (2024) · Chinese Management Studies · doi:10.1108/cms-06-2023-0269 · Cited by 8
Digital Transformation and Business Model Innovation: Moderating Role of Digital Leadership
Addison, S., Nadarajah, D., & Yasin, I. M. (2024) · International Journal of Social Science and Human Research · doi:10.47191/ijsshr/v7-i08-09 · Cited by 3
Prasetyanto, D., Suhardjanto, D., Probohudono, A. N., et al. (2024) · Journal of Ecohumanism · doi:10.62754/joe.v3i8.5450 · Cited by 3
IT‐Enabled Organisational Transformation and Green Employment Growth in Microfirms
Demirel, P., Kesidou, E., & Danisman, G. O. (2025) · Business Strategy and the Environment · doi:10.1002/bse.4239 · Cited by 3
Panigrahi, A., Nikou, S., & Calabretta, G. (2025) · Sustainable Production and Consumption · doi:10.1016/j.spc.2025.08.021 · Cited by 3
Self-citationSatria, C., Antoni, A., & Nofiansyah, D. (2022) · Islamic Banking Jurnal Pemikiran dan Pengembangan Perbankan Syariah · doi:10.36908/isbank.v8i1.471 · Cited by 3
“(Bouwman et al., 2019) From several studies on the influence of market and product quality as conducted.”
BackgroundThe effects of digital marketing and market orientation on innovation and firms' performance
Combs, H. W., Kuntonbutr, S., & Konosu, T. (2019) · San José State University ScholarWorks (San Jose State University) · Cited by 3
The Impact of Mobile-Based Digital Transformation on Tax StickinessPreprint
Zhou, P., Zhou, S., & Ji, H. (2022) · SSRN Electronic Journal · doi:10.2139/ssrn.4074705 · Cited by 3
Suciu, A.-D., Brătucu, G., Tudor, A. I. M., Brătucu, R., Chițu, I. B., Dovleac, L., Tecău, A. S., & Trifan, A. (2022) · Acta Oeconomica · doi:10.1556/032.2022.00030 · Cited by 3
Sarker, D., & Klungseth, N. J. (2024) · Lecture notes in business information processing · doi:10.1007/978-3-031-76365-6_3 · Cited by 6
Soomro, M. A., & Khan, A. N. (2025) · Engineering Construction & Architectural Management · doi:10.1108/ecam-05-2024-0620 · Cited by 9
AI-Driven Automation in Agile Software Development Teams Enhancing Efficiency and Collaboration
Polampally, S. K., Nadella, G. S., Ragunayakula, S. K., Kumar, V. J., Kankala, S., & Babulak, E. (2025) · Advances in computational intelligence and robotics book series · doi:10.4018/979-8-3373-4839-1.ch003 · Cited by 2
Nyanga, T., & Eresia-Eke, C. (2025) · The Southern African Journal of Entrepreneurship and Small Business Management · doi:10.4102/sajesbm.v17i1.1080 · Cited by 9
Sun, H., & Qin, R. (2025) · SAGE Open · doi:10.1177/21582440251401310 · Cited by 2
“…2023), improves operational efficiency and internal control (Z. Li, 2023), enhances total factor productivity (Zhao et al., 2021), optimizes human capital structure (T. Xiao et al., 2022), fosters business model innovation (Bouwman et al., 2019), and stimulates innovation output (Bai et al., 2022).”
Driving financial performance in innovative SMEs: does gender matter?
Berardino, D. D., & Antenozio, L. (2025) · Management Research Review · doi:10.1108/mrr-02-2025-0094 · Cited by 2
Mohsin, M., Rahim, M. Z. B. A., Aftab, M., Mahmood, H., Hanif, M., Rauf, A., & Raza, M. (2026) · Journal of global entrepreneurship research · doi:10.1007/s40497-025-00488-7 · Cited by 2
Torrent‐Sellens, J., Pérez, A. P. M., & Díaz-Chao, Á. (2026) · Journal of the Knowledge Economy · doi:10.1007/s13132-026-03199-w · Cited by 5
Gomes, S. C., Regis, A. M. D. S., de Lema, D. G. P., Araujo, D. D. N., & Georges, M. R. R. (2026) · Small Business International Review · doi:10.26784/sbir/24t20a21 · Cited by 3
“Factor 3 was labeled Profitable Commercial Performance and reflects the association between the use of operational digital tools and performance indicators (Bouwman et al., 2019).”
Nicolás-Agustín, Á., Jiménez, D. J., Maeso–Fernandez, F., Prima, C. D., & Ferraris, A. (2026) · Journal of Knowledge Management · doi:10.1108/jkm-06-2025-0918 · Cited by 5
Zheng, J., & Gao, P. (2026) · Telecommunications Policy · doi:10.1016/j.telpol.2026.103242 · Cited by 2
Sabatini, A., Bartoloni, S., & Gregori, G. L. (2021) · Sinergie Italian Journal of Management · doi:10.7433/s113.2020.07 · Cited by 2
Performance of Food and Non-Food SMIS Based on Marketing Entrepreneurs
Gemina, D. (2020) · International Journal of Economics Development Research (IJEDR) · doi:10.37385/ijedr.v1i3.180 · Cited by 2
“It stated that the balanced scorecard is not suitable for executives whose vision is short (Albassami et al., 2019; Bouwman et al., 2019; Martinez-Conesa et al., 2017; Naeini et al., 2019).”
Backgroundvon See, B., Grafe, B., Lodemann, S., et al. (2021) · Future of business and finance · doi:10.1007/978-3-030-82003-9_1 · Cited by 2
UNVEILING THE DIMENSIONS OF DIGITALIZATION: EVIDENCE FROM PERUVIANSMES
(2022) · Issues in Information Systems · doi:10.48009/1_iis_2022_110 · Cited by 2
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
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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.
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