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Purpose-The purpose of this paper is twofold: to connect strategic agility and business model (BM) innovation, and to explore how capabilities underlying strategic agility fit the SME context. Design/methodology/approach-Qualitative in approach, the paper develops a longitudinal, in-depth, single case study focussing on how BM renewal occurs in the dynamic and increasingly important sector of temporary work agencies. Findings-The findings suggest a partial fit of the existing strategic agility framework for SMEs. Two of the proposed meta-capabilities (leadership unity and resource fluidity) seem inherent to SMEs because they apply easily to this context, although they need to be downscaled. One meta-capability (strategic sensitivity) is less natural and therefore more critical for an SME. An additional meta-capability (resourcefulness) arises as very important for SMEs to be able to overcome some of their size-caused limitations. Research limitations/implications-The contribution is limited by using a single case study from a specific sector and should be considered as exploratory and theory-grounding research in the field of SMEs' strategic agility and BM renewal. Originality/value-The originality of this paper is that it looks at the SME context in an industry with intensive change and dynamism, which is ideal for illustrating the objective. The authors contribute a model of strategic agility for SMEs.

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The growth of sharing economy (SE) business models across different sectors suggests global shifts in consumer expectations, values, behaviours and lifestyles. SE products and service are not standardized, and it is impossible to talk about quality as it is traditionally understood. The methodological and theoretical approaches to study the quality in this setup remain segmented. This warrants a revision and systematization of existing knowledge. We use a hybrid review based on integration of bibliometric and structured reviews. We identify research streams, theoretical frameworks, contexts and methods related to perceived service quality in the SE, and also detect current gaps and formulate future research directions.

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Purpose The car no longer serves simply as a means of transport but is at the core of a new concept of mobility. Car manufacturers are seizing opportunities to change the traditional business model of the auto business. Innovation in this business model has become vital to survival in today’s dynamic market conditions. This paper aims to find out what factors motivate and drive business model change and what the resulting business model innovation is. Design/methodology/approach This qualitative study is based on a single case, namely, BMW as an illustrative example of an advanced, highly innovative customer-centric service business model (BM). The study adopts a document analysis method to reveal the firm’s BMI process. Findings First, the study presents a conceptual framework for business model change with the factors –motivators and drivers – that impact on the process of change. BMW’s BMI and its impacting factors are discussed based on this model. The McKinsey 7 s Model framework, the elements of which are strategy, structure, systems, shared values, style, staff and skills is used as an analytical tool to discuss new business model implementation. The study highlights the BM configuration of a traditional car manufacturer, the car as a product and the new car as a service concept. Originality/value This study reveals the BMI of BMW’s digital services and its key motivators and drivers. BMW mostly innovates in three key dimensions of the Business model. These are value creation, value delivery and value capture. Most of the elements in these dimensions are innovated.