Business models big and small: Review of conceptualisations and constructs and future directions for SME business model research

Miller, Kristel; McAdam, Maura; Spieth, Patrick; Brady, Malcolm

doi:10.1016/j.jbusres.2020.12.036

Cited by 51 publications

(64 citation statements)

References 77 publications

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“…Moreover, we observe that start-up size influences the relationship between adversity and opportunities in a crisis, and as well as their business model adaptation and innovation strategies. We thus, contribute to analyses of crisis management in small businesses in this under-researched field ( Herbane, 2010 ), and identify how firms change their business models in times of crisis ( Miller et al, 2020 ).…”

Section: Discussionmentioning

confidence: 99%

“…The crisis management literature has largely neglected small and medium sized enterprises (SMEs) ( Herbane, 2010 ), with authors calling for greater investigation into business model changes after unexpected events ( Corbo et al, 2018 ) and external shocks ( Amankwah-Amoah et al, 2020 ), as well as the role of perceived opportunities when engaging in business model changes ( Osiyevskyy and Dewald, 2018 ). Consequently, gaps remain in our understanding on how SME’s change business models ( Miller et al, 2020 ) and pursue opportunities in times of crisis ( Thorgren and Williams, 2020 ). Consequently, this article seeks to contribute to the literature and debate by exploring two research questions: How did the COVID-19 pandemic affect start-ups?…”

Section: Introductionmentioning

confidence: 99%

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Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities

Guckenbiehl

Zubielqui

2022

International Small Business Journal: Researching Entrepreneurs

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This article investigates how start-ups have been affected by, and have responded to, the COVID-19 pandemic by analysing interview data from 32 Australian start-ups during Australia’s second wave of COVID-19. A framework and visualisation were developed, capturing unexplored heterogeneity within these start-ups, depending whether the emphasis was upon opportunities or adversity, and the type and extent of business model changes. Six start-up types were identified: stable beneficiaries, business-as-usual continuers, digital adjusters, adversity survivors, opportunity graspers and lemonade makers. The findings suggest that most start-ups responded to the crisis through business model changes because of crisis-induced opportunities and crisis-induced adversity The anaysis found that the interplay between firm size and crisis influences whether start-ups focus on business model adaptation or business model innovation or a combination of both We thus contribute to the literature on business models, crisis management and a newly emerging field focusing on the implications of the COVID-19 pandemic for start-ups.

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities

Guckenbiehl

Zubielqui

2022

International Small Business Journal: Researching Entrepreneurs

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“…Crises often result in widening the equality gap in emerging markets (Cowling, Liu and Zhang, 2020 ), consequently, our research extends prior research on the emerging market SME context (Amankwah‐Amoah, Khan and Wood, 2021 ; Miller et al ., 2021 ) and the influence crises have for them (Bundy et al ., 2017 ). Our findings identify that the limited support offered by the Indian government impacted the SMEs.…”

Section: Discussion Of Findingsmentioning

confidence: 99%

“…Different contexts have been suggested to lead to varying ‘contingencies’; both internal and external to organizations (Sharma et al ., 2020 ). Contingencies are not only determined by firm size, lifecycle stage and external market and institutional factors (Miller et al ., 2021 ), but also by the nature and magnitude of the crisis, which may pose unique threats, challenges and opportunities (Foss, 2020 ; Williams et al ., 2017 ). Consequently, scholars suggest the need to explore how a change in context may lead to similar or different outcomes of pre‐existing theoretical reasoning (Eriksson and Engstrom, 2021 ; Foss, 2020 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

A Typology of Emerging Market SMEs’ COVID‐19 Response Strategies: The Role of TMTs and Organizational Design

Puthusserry

King

Miller

et al. 2022

British J of Management

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The unique challenges posed by COVID-19 call for new insights into how firms respond to multiheaded and multistage evolving global crises. Whilst prior research acknowledges the potential role flexible organizational designs and top management teams (TMTs) have for crisis management, these bodies of literature have evolved separately with limited cross-fertilization. In this study, we seek to provide a contextualized explanation of research phenomena by drawing upon multiple layers of context -namely the environment, TMT and organisational context. Our findings provide vital insights into how emerging market Indian SMEs' organizational designs and TMT configurations led to differential COVID-19 crisis response strategies. We develop a typology that identifies four strategic responses and illustrate that not all emerging market SMEs are vulnerable at the time of crisis. Our findings extend knowledge on how emerging market SMEs can navigate external shocks such as those caused by COVID-19. In particular, our research has implications for policymakers and emerging market firms seeking to understand and implement effective organizational designs and policies that can weather the current COVID-19 pandemic, as well as future multiheaded and multistage black swan crises.

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“…As different actors apply various resources and capabilities and pursue different requirements, this shapes the direction to the innovation of the business model. However, so far little is known about business model innovation where the practices and narratives of the business model are innovated through the interplay between the focal firm and its external actors in tourism research (Miller, McAdam, Spieth & Brady, 2020;Reinhold, Zach, & Krizaj, 2017.…”

Section: Business Models and Business Model Innovationmentioning

confidence: 99%

The Coextension of Food and Tourism Business Models

Freytag¹,

Hjalager²

2021

j gastron tour

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Based on a qualitative study of 46 small food enterprises, this article establishes a typology of 11 business models that capture value in different ways. The business models position the enterprises and their innovation endeavor in a continuum between tradition and modernity. The co-extension with tourism value propositions is examined, and prospects are particularly immanent in the following business models, which are identified in the study: Food as experience, Value chain remodeling, Genuinely authentic, and Collaboration with the active prosumer. However progressively, tourism consumption can also be the driving force for: The trademark, the SDG profile, the VIP club and Research based food production. Three models offer less opportunity for food tourism: Re- and upcycling, Franchised growth, and Born globals. The study illuminates the plasticity of food production business models. The paper contributes with insights for business actors and marketeers in food and tourism as well as for policy makers.

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Business models big and small: Review of conceptualisations and constructs and future directions for SME business model research

Cited by 51 publications

References 77 publications

Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities

Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities

A Typology of Emerging Market SMEs’ COVID‐19 Response Strategies: The Role of TMTs and Organizational Design

The Coextension of Food and Tourism Business Models

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