Cited by 653Digital Innovation in IndustriesBusiness Strategies and InnovationInnovation and Knowledge Management

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 access

Bouwman, Harry, Nikou, Shahrokh, de Reuver, Mark·2019·Telecommunications Policy

DOI 10.1016/j.telpol.2019.101828

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Abstract

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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Registry

Crossref · 10.1016/j.telpol.2019.101828

Cites

124 of 124 references verified0 citation errors · 0 not checkable

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Claims the paper makes

10 of 65 cited sources checked · 4 supported · 1 flagged · accuracy not yet measured

The sources with a verdict support this claim; the rest weren’t checked yet, have no full text we could read, or their verdicts aren’t rated yet.
In the paper
“Based on extensive case-study research (Heikkilä et al., 2018) and on the discussed literature (e.g., Chesbrough & Rosenbloom, 2002;Dunford et al., 2010;Khanagha et al., 2014), we found that, depending on what SMEs try to achieve, specific BM experimentation paths are followed.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.3. Performance antecedents
What the sources say
- Supported
  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)
  cites Heikkilä et al., 2018 source
- Not matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Chesbrough & Rosenbloom, 2002
- Not checked — no full text of the sourcecites Dunford et al., 2010 source
Strength:plain· not yet calibratedCausal:correlational· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passes
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 supported
  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)
  cites Heikkilä, Bouwman, & Heikkilä, 2018 sourceExperimental — accuracy not yet measured
Load-bearingStrength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
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
Load-bearingStrength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes

Show all 51 claims

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
- Disputed
  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.
  cites Berends, Smits, Reymen, & Podoynitsyna, 2016 sourceExperimental — accuracy not yet measured
- Not checked — no full text of the sourcecites Martins, Rindova, & Greenbaum, 2015 source
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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 supported
  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)
  cites Bharadwaj, El Sawy, Pavlou, & Venkatraman, 2013 sourceExperimental — accuracy not yet measured
- Not checked — no full text of the sourcecites Lucas, Agarwal, Clemons, El Sawy, & Weber, 2013 source
Load-bearingStrength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
Probably not a substantial claim.
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 supported
  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)
  cites Seddon et al., 2004 sourceExperimental — accuracy not yet measured
Load-bearingStrength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passes
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
- Supported
  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)
  cites Bock, Opsahl, George & Gann, 2012 source
- Not checked — no full text of the sourcecites Teece, 2010 source
Strength:hedged· not yet calibratedCausal:conditional· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
“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 supported
  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)
  cites Heikkilä et al., 2018 sourceExperimental — accuracy not yet measured
Load-bearingStrength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
It may state two separate claims as one.
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 supported
  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)
  cites Zott & Amit, 2007 sourceExperimental — accuracy not yet measured
Strength:plain· not yet calibratedCausal:conditional· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passes
It may state two separate claims as one.
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
- Supported
  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)
  cites Venkatraman and Ramanujam's (1986) source
Load-bearingStrength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
Probably not a substantial claim.
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
- Supported
  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)
  cites Berends et al. (2016) source
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
Probably not a substantial claim. The paper’s conclusions may not depend on it.
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Solution 2 shows that the presence of BM strategy implementation practices leads to the occurrence of the outcome-increased firm performance; however, from the consistency standpoint, this solution has the lowest value (0.838) of the four configurations obtained.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 6.5. FsQCA results
Strength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passes
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
“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
Load-bearingStrength:hedged· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
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.
In the paper
“An IBM CEO study reported that CEOs from top firms acknowledge the impact of BMI on the operation margin growth of their firms (Pohle & Chapman, 2006).”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 3.3. Performance antecedents
What the sources say
- Not checked — no full text of the sourcecites Pohle & Chapman, 2006 source
Strength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
- Not checked — no full text of the sourcecites Chesbrough, 2010 source
- Not checked — no full text of the sourcecites McGrath, 2010 source
Load-bearingStrength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
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 matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Kiel, Arnold, Collisi, & Voigt, 2016
Load-bearingStrength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
Probably not a substantial claim.
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 matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Ragin, 1987
Load-bearingStrength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
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
- Not checked — no full text of the sourcecites Lee & O'Connor, 2003 source
- Not checked — no full text of the sourcecites Siguaw, Simpson & Enz, 2006 source
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
Load-bearingStrength:hedged· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: fails
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
- Not checked — no full text of the sourcecites Al-Debei & Avison, 2010 source
- Not checked — no full text of the sourcecites Cortimiglia, Ghezzi, & Frank, 2016 source
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
Strength:hedged· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passes
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 matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Ragin, 1987
Load-bearingStrength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
It may state two separate claims as one.
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 matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Seddon, Lewis, Freeman, & Shanks, 2004
Strength:plain· not yet calibratedCausal:correlational· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
Probably not a substantial claim. The paper’s conclusions may not depend on it. 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
- Not checked — no full text of the sourcecites Hayashi, 2009
- Not checked — no full text of the sourcecites McGrath, 2010 source
- Not checked — no full text of the sourcecites Sosna et al., 2010 source
Strength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
Load-bearingStrength:hedged· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
Probably not a substantial claim.
- The authors state this as an assumption: Dedicating resources to a specific task enables increased activity on that task.
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
Load-bearingStrength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
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 matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Vazquez, Santos & Alvarez, 2001
Strength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
Probably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“Through an extensive case study, Sosna, Trevinyo-Rodriguez, and Velamuri (2010) found that the exploration phase of BMI consists of initial designs and trial-and-error improvements, which may last for several years before leading to sustained change in the BM.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Sosna, Trevinyo-Rodriguez, and Velamuri (2010) source
Strength:hedged· not yet calibratedCausal:conditional· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
“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 matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Calia, Guerrini & Moura, 2007
Strength:hedged· not yet calibratedCausal:conditional· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
Strength:boosted· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
- Not checked — no full text of the sourcecites Chesbrough, 2010 source
- Not checked — no full text of the sourcecites Kraus et al., 2017 source
- Not checked — no full text of the sourcecites Zott's et al. (2011) source
Strength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passes
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
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
Load-bearingStrength:hedged· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
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
“Cavalcante (2013) distinguishes experimentation from learning, defining BM experimentation as researching technical challenges and performing new practices, and BM learning as acquiring new knowledge, discussing new ideas, and contacting and interacting with others, for example, new business partners.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Cavalcante (2013) source
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
“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
Load-bearingStrength:hedged· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
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.
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 matched
  Couldn’t be matched to a paper in Crossref, so it can’t be checked.
  cites Clauss (2017)
- Not checked — no full text of the sourcecites Spieth and Schneider (2016) source
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
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
Strength:plain· not yet calibratedCausal:direct· not yet calibrated
Tests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✗ Based: fails
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.
In the paper
“Souto (2015) used an unspecified two-item scale.”
§ How do business model innovation practices improve performance of digitalizing SMEs? > 8. Conclusions, limitations, and future work
What the sources say
- Not checked — no full text of the sourcecites Souto (2015) source
Strength:plain· not yet calibrated
Tests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passes
Probably not a substantial claim. The paper’s conclusions may not depend on it.

58 of 58

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.”

6 of 6

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?

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

Each contradiction between two passages listed here was confirmed by an independent check.

Strategy-only solution has incompatible consistency values
Major
Table 9 defines Solution 2 solely by the presence of BM strategy implementation practices. Its sufficiency consistency should therefore equal the coverage reported for that same condition in Table 8, but the values are 0.838 and 0.738. The difference matters because 0.738 falls below the paper's 0.75 threshold for retaining a sufficient solution.
Direct strategy-performance relationship is described both ways
Major
The mediation section first says there is no significant direct relationship between strategy implementation practices and performance. It then calls that direct relationship significant when explaining the mediation result, changing the interpretation of that result.

2 of 2

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Multivariate Data Analysis.
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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
Fit indices in covariance structure modeling: Sensitivity to underparameterized model misspecification
Hu, L.-T., & Bentler, P. M. (1998) · Psychological Methods · doi:10.1037/1082-989x.3.4.424 · Cited by 12,298
Business Research Methods
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Authors: Bouwman, H., Nikou, S., & de Reuver, M.
Affiliations: Delft University of Technology (NL)
Åbo Akademi University (FI)
Corresponding author: Nikou, Shahrokh
ORCID: Bouwman, Harry
Nikou, Shahrokh
Venue: Telecommunications Policy
Publisher: Elsevier BV
Published: 2019-10
Volume: 43
Issue: 9
Pages: 101828
ISSN: 0308-5961 (ISSN-L)
DOI: 10.1016/j.telpol.2019.101828
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
Licence: www.elsevier.com/tdm/userlicense/1.0/ (tdm)
www.elsevier.com/legal/tdmrep-license (tdm)
Locations: Telecommunications Policy (publishedVersion)
Åbo Akademi University Research Portal (submittedVersion)
Data Archiving and Networked Services (DANS) (submittedVersion, other-oa)
RePEc: Research Papers in Economics (submittedVersion)
Research Repository (Delft University of Technology) (submittedVersion)
Funders: European Commission (645791, HORIZON2020)
Topics: Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Digital Innovation in Industries
Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategies and Innovation
Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Keywords: digital transformation, business model innovation, small and medium-sized enterprises, firm performance, strategy implementation, resource allocation, equifinality, social media, big data, information technology, business model experimentation

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Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs?

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