Business model innovation is by now mainly understood as a strategic option for firms to enhance competitiveness. As a result, business model innovation research usually focuses on outperforming firms that deliberately innovate their business models. We enhance this rather narrow perspective by analysing business model innovation processes of average market players against the background of a multiple‐case study. Our findings show that average market players do at least initially not deliberately pursue business model innovation. Instead, they experience business model innovation as a highly emergent and very often unintended process. We identify four phases of this process and describe them in detail. Furthermore, we highlight factors that determine whether a firm is able to complete the process step or not. The results of our study are reflected in a newly developed process model that considerably enhances the understanding of business model innovation processes with regard to average market players and may serve as framework for future research.

The Industrial Internet of Things is recently a widely discussed phenomenon. However, business level effects of this phenomenon are by now underresearched. We tackle this research gap by presenting an in-depth analysis of business model changes manufacturing firms employ to adequately react to this technological development. Against the background of a multiple-case study we identify and characterise three archetypes of business models manufacturing firm implement in order to benefit from opportunities provided by the Industrial Internet of Things. Furthermore, we present insights on how firms innovate their extant business model in this context. Thereby, our study considerably contributes to business model research and additionally bolsters up a strategic firm level perspective on the Industrial Internet of Things.

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A recent customer‐driven change of the understanding of service forces especially service firms to revise their strategies and following their business models as new market conditions require firm action. Our paper presents an analysis of how service firms innovate their business models in detail to cope with changing ecosystem conditions. We focus on theory building and approach this topic against the background of a qualitative, narrative research design. Our study contributes to business model innovation literature as it provides insights into the dynamics of business model innovation and presents an empirically grounded cycle model that details how service firms choose, invent, utilize, develop, and finally terminate a specific business model. In addition, we highlight cognitive and structural determinants affecting the positioning of a specific service firm business model in the identified lifecycle.

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Purpose This paper aims to challenge the up to now mainly product-centered view on international new ventures by analyzing the influence of service orientation on new venture internationalization behavior. It especially focuses on the utilization of specific market entry modes as a result of a growing service orientation. Design/methodology/approach Newness and complexity of the topic call for a qualitative-empirical research approach. Therefore, the paper is based on an in-depth multiple-case study of six international new ventures operating in fashion and lifestyle industry. Findings This paper shows that service-oriented international new ventures make use of different market entry modes at the same time. Service-related capabilities allow them to especially use cooperative market entry modes to fuel lacking market knowledge and thus to overcome resource constraints in value creation processes. Originality/value The paper contributes to a more holistic understanding of international new ventures, as it provides empirical evidence for the importance of service-related aspects in new venture internationalization. Furthermore, the paper extends international new venture research by not only considering an early international market entry but also other aspects of internationalization such as the type of offerings or the preferred market entry modes.

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