Purpose Social ventures are unique and important for society; yet, we know very little about their business models. The purpose of this paper is to: re-conceptualize extant business model frameworks so that they can analyze social ventures; identify the key characteristics of social ventures; and identify the typology of effective social venture business model configurations. Design/methodology/approach The paper uses resource dependence theory to make sense of extant business models and borrows from public administration literature to identify key characteristics and different configurations of social venture business models. Findings The paper re-conceptualizes business model frameworks as inter-organizational arrangements to cope with external resource dependence; this paper also identifies four key characteristics of social ventures, and develops a social venture business model typology based on these unique key characteristics and extant business model dimensions. Research limitations/implications The typology may guide further social venture research, e.g. research on social venture business model creation, on social venture business model innovation, and on social change. Limitations and boundary conditions are discussed in the paper. Practical implications The research may further help social entrepreneurs to develop effective business models that meet the social and financial objectives. Originality/value The paper offers a novel reconceptualization of traditional business model frameworks, a unique set of key characteristics of social ventures, and a theoretical typology of effective social venture business model configurations.

Purpose This paper aims to identify the paths of digital transformation followed by companies facing disruption and offer recommendations for executives for choosing the appropriate path. Design/methodology/approach This is a conceptual paper. Findings This paper identifies two paths of digital transformation. The offensive path is aggressive and involves the rapid acquisition of digital resources through portfolio investment and merger and acquisition tactics. The defensive path is relatively slow and relies on the organic growth of the digital capabilities of the incumbent companies over time. Research limitations/implications This paper identifies a number of potential factors affecting the choice of the transformation path taken by companies. Further studies can be conducted to investigate these contingent factors. Practical implications This study describes the strategic paths available in a digital transformation and identifies the conditions that might justify a particular approach. Originality/value This paper identifies two types of paths that are generally followed by companies aiming digital transformation – offensive and defensive. This aspect has not been studied in any other research work.

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