The article presents results of empirical research conducted on companies in Europe in the field of paper production and processing, specifically in the field of production of self-adhesive laminate that is used for self-adhesive labels. The article is focused both on companies that either produce (category 1), or process (category 2) paper. The main goal was to understand, describe and compare content and extent of the digitally supported external communication, with a focus on the communication of sustainable development goals, supporting a transition to business models for sustainability. The article's objective is to present some of the findings from this research to provide an overview of a degree of online external communication supported by digitalization and characteristics of the industry within the scope of sustainability and transition to business models for sustainability. External communication is focused on companies´ websites, GRI reports, annual corporate sustainability reports and participation in the Communication on Progress composed by the United Nations. The original research design combines relevant theory and content analysis to answer the later mentioned research questions. To conclude, digitally supported communication in the paper industry is intense in category 1, while category 2 seems to be less active in terms of both the intensity and the content. The article presents the theoretical background of the research, research design and methods, results, and conclusions presenting insights concerning the industry as well as the respective theory, introduced together with limitations and areas for future research.

The purpose of the article is to answer a research question related to the extent of the impact of digitalization on a business model (BM) of a focal company. An original primary, qualitative research has been conducted. It draws on multiple, in-depth case studies on a globally active B2B incumbent manufacturing companies that recently implemented a digital platform-based customer relationship management system. The data were gathered through participative observation and semi-structured interviews with system users and project leaders. The contribution of the research is in linking the business model dynamic change with a customer relationship management system (CRMS). It identifies the element HOW – value creation – as the mainly affected element of BM of the focal company.

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Purpose of the article: The article aims at understanding and description of how and why the business model (BM) of an incumbent manufacturing B2B company adapts, collaboratively with a dominant customer, through measures leading to an improved environmental sustainability performance. The research question was: How is a business model of an incumbent, businessto-business company adapted through the inclusion of environmental sustainability measures, with the customer's involvement? Methodology/Methods: A qualitative research approach, drawing on a descriptive-explanatory, single case study conducted on a Czech manufacturing company active in the field of steel processing was performed. The study draws on the analysis of the focal company's internal and external documents related to sustainability, as well as on semi-structured interviews with the examined company's executives. The analysis also include the externally available sustainability related documents of a dominant customer. Scientific Aim: Understanding the impact of the environment-related sustainability measures on the adaptation of the extant BM of the focal company, and the role a dominant customer plays in the process. Findings: The inclusion of environment-related sustainability measures leads to an adaptation of the process and the product, as well as of the focal company's BM and most of its key elements. A value capture by the focal company has been identified as the mainly affected element of a BM through both cost savings and a more business gained. The element value proposition adapts towards a "greener company". The core logic of the BM remains unchanged. Conclusions: B2B incumbent companies implement environmental sustainability measures into their BMs, aiming to contribute to the preservation of the environment. The economic side continues to be carefully considered. It can even be a trigger of implementation. The large customers get strongly involved in the process, contributing to the adaptation of all four key elements of the BM. The BM's adaptation happens dynamically, in incremental steps.

The main aim of this paper is to analyze the effect of digital transformation on Business models (BMs) of small and medium sized enterprises (SMEs) operating in the manufacturing industry. Pre-pandemic and current state of digital transformation of SME’s BMs is analyzed, using Business Model Canvas (BM Canvas). Survey conducted with eighteen SMEs serves as the base for the analysis, putting emphasis on SMEs BMs development and changes that happened after COVID-19 outbreak. Specifically, how each building block reacted to digital transformation. Findings show that changes in the building blocks are not proportional, with each building block achieving different percentual change of digital transformation, whereas the importance of specific blocks varies in the eyes of companies’ manage-ment.