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
O'Fallon, W. M., Cooley, W. W., & Lohnes, P. R. (1973) · Technometrics · doi:10.2307/1266874 · Cited by 6,289
Building Better Causal Theories: A Fuzzy Set Approach to Typologies in Organization Research
Fiss, P. C. (2011) · Academy of Management Journal · doi:10.5465/amj.2011.60263120 · Cited by 5,930
The business model: Recent developments and future research
Zott, C., Amit, R., & Massa, L. (2011) · Journal of Management · doi:10.1177/0149206311406265 · Cited by 4,790
Chesbrough, H. W. (2002) · Industrial and Corporate Change · doi:10.1093/icc/11.3.529 · Cited by 4,744
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Items 401–500 of 647
Pengembangan Website untuk Meningkatkan Pemasaran Produk UMKM
Politeknik Negeri Jakarta, I., Darna, D., Liliana, D. Y., et al. (2022) · Bhakti Persada · doi:10.31940/bp.v8i2.100-107 · Cited by 2
Sustainable Business Model in Small and Medium-Sized Enterprises: A Study in Yogyakarta and Magelang
Pramudyastuti, O. L., Iswanaji, C., Setyawan, S., et al. (2023) · Ekuilibrium Jurnal Ilmiah Bidang Ilmu Ekonomi · doi:10.24269/ekuilibrium.v18i2.2023.pp213-226 · Cited by 2
“The business model is needed to face the digitalization era in the economic field (Bouwman et al., 2019).”
Backgroundİmalatçı KOBİ’lerin Dijital Dönüşümü: KOSGEB Desteği Özelinde Nicel Bir Araştırma
Yıldırım, Ş. S., & Durukan, L. (2023) · Cankiri Karatekin Universitesi Iktisadi ve Idari Bilimler Fakultesi Dergisi · doi:10.18074/ckuiibfd.1280479 · Cited by 2
Ramadhany, E. D., Arief, M. H., Nugroho, D. M., et al. (2023) · SWARNA Jurnal Pengabdian Kepada Masyarakat · doi:10.55681/swarna.v2i9.875 · Cited by 2
Vezetési stílusok hatása a digitális transzformációra
Dióssy, K., Losonci, D. I., & Demeter, K. (2023) · Vezetéstudomány / Budapest Management Review · doi:10.14267/veztud.2023.10.01 · Cited by 2
-, S. N. H. (2023) · International Journal For Multidisciplinary Research · doi:10.36948/ijfmr.2023.v05i05.7632 · Cited by 3
“…flexible in adopting the digital tools in terms of technology, for example, Zoom, Meet and updating their system etc. Strategic decisions on digital transformation do not automatically improve performance because they require SMEs to rethink and change their business model (Bouwman et al., 2019).”
MethodIkhwan, H. S., & Himawati, D. (2024) · Journal of Infrastructure Policy and Development · doi:10.24294/jipd.v8i3.3101 · Cited by 11
A Study on the Impact of Digitalization on SME Growth
Malhotra, G., & Mishra, M. (2023) · Advances in logistics, operations, and management science book series · doi:10.4018/979-8-3693-0111-1.ch007 · Cited by 4
DIGITALIZATION, SERVITIZATION STRATEGY AND BUSINESS MODEL INNOVATION OF SMALL AND MEDIUM ENTERPRISES
Cheng, X., BAN, S.-X., ESINA, D., et al. (2024) · The Singapore Economic Review · doi:10.1142/s021759082449002x · Cited by 2
Leveraging Digitalization and Servitization to Improve Financial Performance: An Empirical Analysis
Anum, Fatima, Ifrah, Lyba, & Sajjad, J. (2024) · Journal of Policy Research · doi:10.61506/02.00209 · Cited by 2
“In response to these shifting tides, businesses worldwide are increasingly embracing digitalization and servitization strategies to maintain competitiveness and sustainability (Bouwman, Nikou, & de Reuver, 2019).”
BackgroundFitz, L. R. G., Scheeg, M., & Scheeg, J. (2024) · Procedia Computer Science · doi:10.1016/j.procs.2024.06.276 · Cited by 2
Farza, K., Gabsi, M., Moussa, S., & Omri, A. (2024) · African Development Review · doi:10.1111/1467-8268.12775 · Cited by 2
Exploring the Synergy of Digitalization and IoT: A Literature Review on Energy Monitoring for SMEs
Ali, M. B., Rauch, E., & Matt, D. T. (2024) · International Conference on Control, Decision and Information Technologies (CoDIT) · doi:10.1109/codit62066.2024.10708527 · Cited by 2
“In addition, the impact of digital transformation on SMEs and the performance of those that allocate more resources for business model (BM) experimentation and engage in strategy implementation was investigated by authors in [7].”
BackgroundDigital Transformation, Business Model, and Performance in the Context of Digital SMEs
Alkhalaf, T., Durrah, O., & Alkhalaf, M. (2025) · Advances in computer and electrical engineering book series · doi:10.4018/979-8-3693-4373-9.ch005 · Cited by 3
Digital transformation challenges in Chinese micro and small businesses
Zhang, X., Abdul-Hamid, A.-Q., Tseng, M., Rahman, N. A. A., & Ali, M. H. (2025) · International Journal of Logistics Research and Applications · doi:10.1080/13675567.2025.2504917 · Cited by 3
Mapping Internet technology and innovation performance: A bibliometric analysis
Jiang, R., Saeed, M., Saqib, S. E., et al. (2025) · Journal of Information Science · doi:10.1177/01655515251373075 · Cited by 2
Panjaitan, J. M. P., Darwin, M. M., Sumiyana, S., Wiva, W., & Setyowati, S. M. (2025) · Journal of Innovation and Entrepreneurship · doi:10.1186/s13731-025-00557-x · Cited by 12
“…towards their businesses’ sustainability (Darcy et al., 2014; Shields & Shelleman, 2015), surviving the uncertainty pressures (Tyler et al., 2020) and improving performance (Bouwman et al., 2019), by analysing the SMEs’ ability to deal with various aspects of their business environment.”
InfluentialDigital Transformation Strategies for Small Business Management
Umar, M. A. (2022) · Advances in logistics, operations, and management science book series · doi:10.4018/978-1-7998-9764-4.ch019 · Cited by 2
Role of innovation in improving the performance of SMEs in Cameroon
Tagne, A. G. F., Batoum, J. B. B., Hymette, L. F. N., et al. (2021) · Revue Management & Innovation · doi:10.3917/rmi.204.0087 · Cited by 2
Çakır, F. S., Zehir, S., & Adıgüzel, Z. (2022) · Journal of Research in Business · doi:10.54452/jrb.1126077 · Cited by 2
Boţa‐Avram, C. (2023) · SpringerBriefs in business · doi:10.1007/978-3-031-26765-9_5 · Cited by 2
Feng, Y., & Wang, G. (2023) · International Business Research · doi:10.5539/ibr.v16n4p51 · Cited by 2
“𝐵𝑀𝐼 impacts a firm's value proposition, market segments, value chain, and revenue model, but there are numerous factors that can play out differently over time and for different individuals.”
BackgroundRosli, M. S. D. A., Yusof, M. F. M., Mansor, S. K. M., et al. (2023) · International Journal of Academic Research in Business and Social Sciences · doi:10.6007/ijarbss/v13-i5/16787 · Cited by 2
Li, S., Xu, M., Liu, H., et al. (2023) · Systems · doi:10.3390/systems11070331 · Cited by 2
“Bouwman et al. [9] investigated the impact of digital transformation on business models and fi rm performance.”
BackgroundDutot, V., Brussel, A. M.-V., & Sire, A. (2023) · Question(s) de management · doi:10.3917/qdm.224.0139 · Cited by 2
Heikkilä, M., Ahmad, F., & Heikkilä, J. (2023) · Bled eConference · doi:10.18690/um.fov.6.2023.6 · Cited by 2
The Use of Digitalization and Impact on MSME Performance in Malang, Indonesia
Jauhar, A. S. L. (2024) · KnE Social Sciences · doi:10.18502/kss.v9i4.15102 · Cited by 2
Aulia, M. R., & Syahputra, R. A. (2023) · Jurnal Optimalisasi · doi:10.35308/jopt.v9i2.8515 · Cited by 2
“In the digital age, many countries have undertaken the digitization of small industries to boost their national income [8], [9].”
BackgroundYahaya, I. S., Yusuf, M. M. B., Senin, A. A., Rahim, M. Z. B. A., & Sabo, A. U. (2024) · Qeios · doi:10.32388/9ystoo · Cited by 3
Digitalized business processes – assessment and opportunities of Hungarian agri-food companies
Botos, S., Szilágyi, R., Tóth, M., et al. (2020) · Journal of Agricultural Informatics · doi:10.17700/jai.2020.11.1.568 · Cited by 2
Wardani, D. K., Baedhowı, B., Pratomo, L. C., et al. (2020) · International Journal of English Literature and Social Sciences · doi:10.22161/ijels.56.22 · Cited by 2
Editorial Introduction: Contextual Evolution of SMEs across Markets, Disciplines and Sectors
Thrassou, A., Vrontis, D., Weber, Y., Shams, S. M. R., & Tsoukatos, E. (2020) · Palgrave studies in cross-disciplinary business research, in association with EuroMed Academy of Business · doi:10.1007/978-3-030-45835-5_1 · Cited by 2
Panjaitan, J. M. P., Darwin, M. M., Sumiyana, S., Wiva, W., & Setyowati, S. M. (2021) · Research Square · doi:10.21203/rs.3.rs-1169918/v1 · Cited by 2
Manajemen Bisnis Startup dalam Pendekatan Konsep Dasar KinerjaPreprint
Suhadarliyah, Nursansiwi, D. A., Vania, A., Paryanto, E., Shofia, A., Soenhadji, I. M., Rahmawati, C. H. T., Trihudiyatmanto, M., Putri, R. M., Anwar, A., et al. (2024) · doi:10.31237/osf.io/2baem · Cited by 2
Comparison of Financing Resources to Support Micro and Small Business Sustainability
Mutoharoh, Permatasari, D., & Najihah, N. (2021) · Lecture notes in networks and systems · doi:10.1007/978-3-030-79725-6_55 · Cited by 1
Big data em micro e pequenas empresas: uma revisão sistemática
Becker, M., Venancio, F., Rolt, C. R. D., & Fiates, G. G. S. (2023) · Revista de Gestão e Secretariado (Management and Administrative Professional Review) · doi:10.7769/gesec.v14i3.1817 · Cited by 1
Xu, Z. (2023) · Frontiers in Business Economics and Management · doi:10.54097/fbem.v8i3.7834 · Cited by 1
“Different enterprises have different characteristics and different environments, so they often adopt different digital transformation methods to improve performance [17].”
BackgroundChen, Z., Lu, X., & Zhang, H. (2023) · Neural Computing and Applications · doi:10.1007/s00521-023-08808-2 · Cited by 1
“Bouw-man [19] uses fsQCA to reveal that small-and medium-sized enterprises (SMEs) take different routes to improve their performance when digital transformation is transforming their business models (BMs).”
influence of product quality and digital marketing on the performance of SMEs
Kuspriyadi, I., Widiyanti, M., Rosa, A., et al. (2023) · International journal of business economics & management · doi:10.21744/ijbem.v6n4.2228 · Cited by 1
Dampak Transformasi Digital Berdasarkan Lensa Teoritis Socio-Technical System: Kajian Literatur
Ramadhany, E. D., Panuluh, M. R. K., Afandi, K., et al. (2023) · Jurnal Minfo Polgan · doi:10.33395/jmp.v12i2.12603 · Cited by 1
“…et al. 2020) Pada UMKM, digitalisasi dan proses transformasi digital mempengaruhi kinerja perusahaan dengan bereksperimen strategi model bisnisnya dan meningkatkan kapasitas supaya lebih memberikan inovasi seperti yang dilakukan oleh (Bouwman et al. 2019; Eller et al. 2020; El Hilali et al. 2020).”
BackgroundWhat Is a Successful Business Model? Exploration and Measurement of Key Attributes of Business Model
Zhang, J. (2024) · SAGE Open · doi:10.1177/21582440241251601 · Cited by 1
“An enterprise should first have a clear strategic direction or expected goal, and design or plan its business model according to the strategic goal (Bouwman et al., 2019; Casadesus-Masanell & Ricart, 2010), then use the attributes of the business model to help the enterprise achieve its goal (Pang…”
Evaluating the Effectiveness of 5G Technology in Enhancing Mobile Network Performance in South Korea
Han, M.-S. (2024) · International Journal of Technology and Systems · doi:10.47604/ijts.2816 · Cited by 1
Lipatova, L. N., & Gradusova, V. N. (2024) · REGIONOLOGY · doi:10.15507/2413-1407.128.032.202403.563-583 · Cited by 1
Transformación Digital en la Gobernabilidad de América Latina
Reyna, E. J. S. (2024) · LATAM Revista Latinoamericana de Ciencias Sociales y Humanidades · doi:10.56712/latam.v5i5.2774 · Cited by 1
Unravelling the Adoption of Digital Technologies by European SMEs
Ferreira, L. M. F. R. (2024) · Lecture notes in business information processing · doi:10.1007/978-3-031-76365-6_2 · Cited by 1
Dissecting the Second-hand Luxury Market Dynamics: Insights from E-commerce versus Brick-and-Mortar
Shao, T., Ieiri, Y., & Takahashi, S. (2025) · Journal of Information Processing · doi:10.2197/ipsjjip.33.219 · Cited by 1
Challenges of Digital Transformation: A Study on Small and Medium-Sized Enterprises
Moro, M. D. R., Loures, E. D. F. R., Ramos, L. F. P., et al. (2025) · Lecture notes in production engineering · doi:10.1007/978-3-031-77723-3_18 · Cited by 1
Digital Innovativeness of SMEs: A Systematic Literature Review
Secka, J., & Szopik‐Depczyńska, K. (2025) · Springer proceedings in complexity · doi:10.1007/978-3-031-78623-5_62 · Cited by 1
Exploring labor market dynamics in digital transformations: The perspective of Dutch SMEs
Koca, D., & van Deursen, A. J. A. M. (2025) · Journal of the International Council for Small Business · doi:10.1080/26437015.2025.2538182 · Cited by 4
“This is due to structural issues such as limited financial resources, insufficient human resources, and a lack of digital awareness among SMEs (Bouwman et al., 2019; Hulla et al., 2021).”
Chauhan, R., & Mehra, P. (2025) · Vision The Journal of Business Perspective · doi:10.1177/09722629251355308 · Cited by 1
Priorities and instruments of modern industrial policy: Subsidies for economic complexity
Simachev, Y. V., & Fedyunina, A. A. (2025) · Voprosy Ekonomiki · doi:10.32609/0042-8736-2025-8-5-25 · Cited by 1
Channels as a determinant in circular economy business model for construction organisations
Otasowie, K., Aigbavboa, C. O., Oke, A. E., & Adekunle, P. (2025) · Journal of Engineering Design and Technology · doi:10.1108/jedt-04-2025-0159 · Cited by 1
Peláez, A., Clemente‐Almendros, J. A., Saldaña‐Larrondo, D. E., & Erasso‐Arango, N. (2025) · Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration · doi:10.1002/cjas.70030 · Cited by 2
Socially embedded knowledge sharing in SME networks: a conceptual model for territorial ecosystems
Vicedo, J. C., Capó-Vicedo, J., Tomás‐Miquel, J., & Bărbulescu, O. U. (2025) · VINE Journal of Information and Knowledge Management Systems · doi:10.1108/vjikms-05-2025-0188 · Cited by 2
Transformación digital y rentabilidad financiera en MYPES del comercio peruano
Cutamanca, H. D. C., Chacón, L. F. E., & Montano, J. (2025) · Revista Venezolana de Gerencia · doi:10.52080/rvgluz.30.especial14.22 · Cited by 1
“Especial 14. julio-diciembre, 2025 con su identidad y objetivos (Bouwman et al., 2019).”
Business model innovation and the resilience of SMEs in developing countries: A context of strategy
Mashingaidze, M. (2026) · International Journal of Research in Business and Social Science (2147-4478) · doi:10.20525/ijrbs.v14i9.4596 · Cited by 4
“The scale received approval from Bouwman et al. (2019).”
Metzler, D. R., & Scheerschmidt, T. (2026) · Information & Management · doi:10.1016/j.im.2026.104307 · Cited by 3
Song, P., Li, J., & Wu, N. (2026) · PLoS ONE · doi:10.1371/journal.pone.0347212 · Cited by 1
SME empowerment initiatives in the AI era: an ISM-Warshall proposal
Machado, M. J. M., & Ferreira, N. C. M. Q. F. (2026) · Journal of Modelling in Management · doi:10.1108/jm2-12-2025-0736 · Cited by 1
Ullah, M. R., Tahir, S. H., Zulfiqar, M., & Tabasam, A. H. (2026) · Technology Analysis and Strategic Management · doi:10.1080/09537325.2026.2685695 · Cited by 1
Sudzina, F., Pucihar, A., & Lenart, G. (2026) · Computer Science and Information Systems · doi:10.2298/csis250731029s · Cited by 1
Zhang, B., Jamaludin, N. A., Yue, S., Lei, X., & Min, W. Z. (2026) · Future Business Journal · doi:10.1186/s43093-026-00949-9 · Cited by 1
“…research investigates business model experimentation, platform participation, Industry 4.0 technologies, and digital capability reconfiguration [13, 51, 77], while sustainability research considers circular business models, stakeholder collaboration, and tensions between economic,…”
InfluentialBUSINESS MODELS OF FACTORIES OF THE FUTURE: IDENTIFICATION AND ECONOMIC AND MATHEMATICAL DESCRIPTION
Podshivalova, M. V., & Pylaeva, I. S. (2021) · Вестник Южно-Уральского государственного университета. Серия: Экономика и менеджмент · doi:10.14529/em210212 · Cited by 1
Success Model of the Company’s Digital Transformation Project in Uncertain Times
Mignenan, V. (2022) · Journal of Strategic Innovation and Sustainability · doi:10.33423/jsis.v17i2.5493 · Cited by 1
Stock Market Trading through Mobile Application: An Analysis of Reaction to COVID-19
Sharmeen, K. (2022) · Journal of Economics Finance and Management Studies · doi:10.47191/jefms/v5-i12-55 · Cited by 1
Agenda for Future Research and Conclusions
Boţa‐Avram, C. (2023) · SpringerBriefs in business · doi:10.1007/978-3-031-26765-9_6 · Cited by 1
Introduction: opportunities and challenges of the digital single market
Carbonara, E., & Tagliaventi, M. R. (2023) · Edward Elgar Publishing eBooks · doi:10.4337/9781803921648.00006 · Cited by 2
Bánhidi, Z., Dobos, I., & Nemeslaki, A. (2023) · Vezetéstudomány / Budapest Management Review · doi:10.14267/veztud.2023.09.01 · Cited by 1
Optimizing Customer Segments of SMEs by Transforming Business Model Canvas
Shenta, H. G. W. (2023) · Journal of Entrepreneur & Business · doi:10.24123/jeb.v4i3.5712 · Cited by 1
Barb, R.-M. (2023) · Zeszyty Naukowe Politechniki Częstochowskiej Zarządzanie · doi:10.17512/znpcz.2023.3.01 · Cited by 1
Xu, Q., Chen, W., Dang, B., & Shi, Y. (2024) · Journal of Small Business & Entrepreneurship · doi:10.1080/08276331.2024.2315541 · Cited by 1
“Regional digitalization, defined as the development of digital economy in a specific region (Li et al. 2020; Teece 2018), facilitates the dissemination of information and knowledge and stimulates the emergence of entrepreneurial opportunities (Bouwman, Nikou, and de Reuver 2019; Li et al. 2020).”
InfluentialPrihanto, Y. J. N., Wenehenbun, S. P., & Sudiyono, K. A. (2024) · Environment-Behaviour Proceedings Journal · doi:10.21834/e-bpj.v9isi19.5759 · Cited by 1
European Companies' Readiness and Challenges in Data Economy
Heikkilä, M. (2024) · doi:10.18690/um.fov.4.2024.37 · Cited by 1
Pratiwi, A., & Mariyanti, E. (2024) · Jurnal Ekonomi Manajemen dan Bisnis (JEMB) · doi:10.47233/jemb.v3i1.1592 · Cited by 1
Unraveling Evolution and Trends of Information Technology Adoption in SMEs: a Systematic Review
Hendri, A. S., & Sudarmilah, E. (2024) · International Conference on Smart Computing, IoT and Machine Learning (SIML) · doi:10.1109/siml61815.2024.10578184 · Cited by 1
“Based on GC, the most influential and most significant is the article written by Haseeb M [30] which has been cited 330 times, followed by Birkel HS [31] which has been cited 275 times, and Bouwman H [32] which has been cited 272 times 178 times.”
BackgroundNavigating the Digital Workforce Shifts
Chopra, A., & Soni, P. (2024) · Advances in marketing, customer relationship management, and e-services book series · doi:10.4018/979-8-3693-3478-2.ch002 · Cited by 1
THE IMPACT OF DIGITALISATION ON THE EFFICIENCY OF BUSINESS PROCESSES IN THE MODERN ECONOMY
Kyrychenko, O., & Kyrychenko, M. (2025) · Економіка розвитку систем · doi:10.32782/2707-8019/2024-2-16 · Cited by 1
Research Progress and Challenges in Digital Transformation of Small and Medium-Sized Enterprises
刘, 涛. (2025) · World Economic Research · doi:10.12677/wer.2025.141011 · Cited by 1
Research on the Construction of Digital Transformation Maturity Model for Power Grid Enterprises
Song, D., Han, D., Jia, Y., et al. (2024) · International Conference on Big Data, Artificial Intelligence and Risk Management (ICBAR) · doi:10.1145/3718751.3718880 · Cited by 1
Digital banking challenges based on marketing ecosystem
Zarei, G., & Kharajou, V. E. (2025) · Electronic Commerce Research · doi:10.1007/s10660-025-09986-y · Cited by 1
“[18] and accelerate the cycle of product and service innovation and the production of new business models [26].”
Longitudinal Analysis of Big Data and Technological Interventions in Industrial Performance
Maochun, B. X. (2025) · Journal of Computer and Communication Networks · doi:10.64026/jccn/2025015 · Cited by 1
“Many experts emphasize the significance of studying the influence of digitalization on Business Model Innovation [11, 12].”
Xu, K. (2025) · Journal of Business Economics and Management · doi:10.3846/jbem.2025.24959 · Cited by 6
“A supportive business environment with robust demand, supply chain networks, and industry collaboration encourages firms to adopt digital technologies (Bouwman et al., 2019).”
Xu, L., Li, X., Deng, X., et al. (2025) · Environment Development and Sustainability · doi:10.1007/s10668-025-07013-6 · Cited by 1
Female entrepreneurship and company´s digitalization from the perspective of grounded theory
Sánchez, M. D. L. T., López, R. G., Barrera, J. F. S., et al. (2026) · Revista Venezolana de Gerencia · doi:10.52080/rvgluz.31.113.9 · Cited by 1
“…interact with customers, provide services, and interact with IT, modifying the business model of micro, small, and medium-sized enterprises (MSMEs) (Bouwman et al., 2019) small-and medium-sized enterprises (SMEs Undoubtedly, the digitization of companies is a complex process in which different…”
Awan, A. Z., & Shahzad, K. (2023) · Journal of Applied Research and Multidisciplinary Studies · doi:10.32350/jarms.41.13 · Cited by 1
“It underscored that dynamic capabilities are not limited to mere sensing and seizing of opportunities but also encompasses the ability to strategically reconfigure the internal systems and processes to adapt to the digital era (Bouwman et al., 2019; Müller et al., 2018).”
InfluentialWibisono, A. B., Artanto, A. T., Subiyantoro, H., & Priyambodo, M. (2020) · International Media Conference (IMC) · doi:10.2991/assehr.k.200325.004 · Cited by 1
Context-Aware Digitalization – Adapting solution development to the organizational context of SMEs
Nokkala, T., Lagstedt, A., & Winter, R. (2021) · Proceedings of the ... Annual Hawaii International Conference on System Sciences/Proceedings of the Annual Hawaii International Conference on System Sciences · doi:10.24251/hicss.2021.775 · Cited by 1
Digital Economy and its Importance in the Development of Small and Medium Innovative Enterprises
Korsakova, T. V., Dubanevich, L., Дроздов, О. В., et al. (2021) · International Journal of Advanced Computer Science and Applications · doi:10.14569/ijacsa.2021.0121102 · Cited by 1
Lyu, F., & Zhu, Y. (2021) · IEEE International Conference on Industrial Engineering and Engineering Management (IEEM) · doi:10.1109/ieem50564.2021.9673079 · Cited by 1
A PROCESS-BASED FRAMEWORK AROUND “LIGHTHOUSE PROJECTS” FOR BUSINESS MODEL INNOVATION
Bitetti, L. (2022) · International Journal of Innovation Management · doi:10.1142/s1363919622400229 · Cited by 1
Castejón, P. J. M., & Gómez-Martínez, A. (2022) · Innovar · doi:10.15446/innovar.v32n86.104667 · Cited by 1
Perspective Chapter: Digital Business Model – The Present, Future, and the Vision
Alkenani, A. A. N. (2022) · IntechOpen eBooks · doi:10.5772/intechopen.107848 · Cited by 1
A process-oriented data warehouse to support decision making process in crop production
Felföldi, J., Botos, S., Bálint, L. P., et al. (2023) · Journal of Agricultural Informatics · doi:10.17700/jai.2023.14.1.697 · Cited by 1
Olanrewaju, A.-S. T. (2024) · Figshare · doi:10.25439/rmt.28004468 · Cited by 1
Digital Driven Success: The Impact of Digitalization on SME PerformancePreprint
Zhao, Z., Hönigsberg, S., & Mandviwalla, M. (2024) · SSRN Electronic Journal · doi:10.2139/ssrn.4761034 · Cited by 1
Tradition and Technology: The Digital Transformation of Classical OrchestrasPreprint
Salvaggio, S. A. (2024) · doi:10.31219/osf.io/85tp7 · Cited by 1
Felipe, T. F. (2025) · Queensland University of Technology · doi:10.5204/thesis.eprints.258153 · Cited by 1
Improvement of Digital Mobile Communication in the Modern World
Temirkhanova, M., Zaripov, H., & Sh, L. (2020) · Bulletin of Science and Practice · doi:10.33619/2414-2948/56/29
الله, ف. خ. ا. ن. ب. ع., & عبدالله, ع. خ. ا. ن. ب. ع. ا. (2020) · المجلة العلمية للدراسات والبحوث المالية والإدارية · doi:10.21608/masf.2020.107663
MSME’s Performance – in the Effect of Accounting Digitization
Mutoharoh, M., Winarsih, W., & Buyong, S. Z. (2020) · doi:10.4108/eai.27-8-2020.2303265
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.
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