Purpose – The purpose of this paper is to determine the factors influencing managers’ decision to adopt cloud computing in the UK using the “Technology-Organisation-Environment” (TOE) framework. Design/methodology/approach – Data were collected through a self-created questionnaire based survey that was completed by 257 mid-to-senior level decision-making business and information technology (IT) professionals from a range of UK end-user organisations. The derived hypotheses were tested using various data analysis techniques including principal component analysis and logistic regression. Findings – The results show that four out of the eight factors examined have a significant influence on the adoption decision of cloud computing services in the UK. Those key factors include competitive pressure, complexity, technology readiness and trading partner pressure. The latter predictor; trading partner pressure, was the most significant factor for the adoption decision of cloud services reflecting organisations’ concerns on legal regulations, co-creation and customisation, service linkage and vendor locking which adds complexity to the process of selecting an appropriate vendor. Research limitations/implications – This research found trading partners (cloud service providers) significantly influence managers’ decisions to adopt cloud services, however, further research is required to fully understand all the aspects involved especially with the growing number of vendors available. Although over 250 usable responses to the questionnaire were received and analysed, there was not a sufficient quantity of responses from each industry sector or organisation size to conduct further analysis. Practical implications – The findings reveal the important role of cloud computing service providers to enable end-users to better evaluate the use of cloud computing. It also reveals that top management support is no longer a driver as organisations are starting to adopt cloud computing services on the basis of cheaper and more agile IT resources in order to support business growth. Originality/value – This research provides original insight for cloud computing adoption within the UK from a managerial perspective.

Purpose -The aim of this paper is to review and synthesise the recent advancements in the business model literature and explore how firms approach business model innovation. Design/methodology/approach -A systematic review of business model innovation literature was carried out by analysing 219 papers published between 2010 and 2016. Findings -Evidence reviewed suggests that rather than taking either an evolutionary process of continuous revision, adaptation and fine-tuning of the existing business model or a revolutionary process of replacing the existing business model, firms can explore alternative business models through experimentation, open and disruptive innovations. It was also found that changing business models encompasses modifying a single element, altering multiple elements simultaneously and/or changing the interactions between elements in four areas of innovation: value proposition, operational value, human capital and financial value. Research limitations/implications -Although this review highlights the different avenues to business model innovation, the mechanisms by which firms can change their business models and the external factors associated with such change remain unexplored. Practical implications -The business model innovation framework can be used by practitioners as a "navigation map" to determine where and how to change their existing business models. Originality/value -Because conflicting approaches exist in the literature on how firms change their business models, the review synthesises these approaches and provides a clear guidance as to the ways through which business model innovation can be undertaken.

Open banking has recently been advanced as a measure to foster competition and innovation in the retail banking sector. Since its introduction in the UK, a number of banks have created new digital business models (BMs) that offer individuals and businesses access to more personalized financial services. Yet, it is still unclear what new entrants (smaller and newer banks) have done to potentially disrupt incumbents (larger and well-established banks). To shed light on the innovations in BMs that have been initiated by digital banks to move away from traditional retail banking BM, seven digital BMs operating in the UK financial sector were examined using the BM innovation analysis framework. Our findings suggest that innovation in the new digital BMs has been achieved by building on the existing retail banking activities, developing new digitally enabled activities, and leveraging open innovation activities. Implications of our findings for researchers, managers and policy makers will be outlined.

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Firms frequently change their business models in order to respond to internal and external challenges. This study aims to explore how investments banks adjust their business models in response to internal and external challenges. Based on a qualitative data from ten major investment banks operating in the largest financial market in the Middle East, we show that investment banks can achieve resilience by adjusting their business models through continuous activity changes in response to internal and external challenges. Specifically, investment banks adjust their business models through deploying alternative combinations of activities from a broad repertoire of activities. Within the same bank, divisions that respond to external challenges tend to sustain their performance, whereas resilient divisions that respond to both internal and external challenges tend to bounce back or achieve substantial increase in performance levels. This study contributes to the literature by proposing resilience as an alternative approach to business model innovation and by providing insight into how firms adjust their business models by altering specific activities in response to both internal and external challenges.Keywords Business model innovation . Investment banks . Financial services . Resilience . Saudi Arabia . Middle East Firms frequently change their business models (BMs) in order to respond to internal and external challenges. While some firms need to respond to internal challenges such as organisational capabilities (Teece, 2018), and learning processes (Futterer, Schmidt,