Despite the high number of active small and medium enterprises (SMEs) in all sectors, current studies have barely developed investigations on the sustainability of their business models so far. The aim of this study was thus to bridge the gap between sustainable business models of SMEs in the service industry, to uncover the challenges that SMEs face when seeking business model reconfiguration toward sustainability. More specifically, the empirical investigation adopted a case study research design in the context of yacht tourism, as one business form among many within the tourism industry and thus within the broader category of the service industry. Interviews were conducted with seven European SMEs, whose business models were analyzed through the lens of the triple bottom line and sustainability challenges in their business models. The results display a varied typology of case studies, where business model components reveal diverse expressions of facing sustainability challenges. The work discusses reported findings with a cross-case comparison among detected business models and outlines a list of propositions for sustainable business models of SMEs. The paper contributes in continuing the discourse on sustainable business models, adopting the perspective of the challenges for SMEs and offers food for thought for managers of SMEs in comparing their own business with the identified business model types.

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Virtual Worlds (or, VWs) are an intriguing field of research. In particular, VWs appear to create new opportunities for integrating the business of the firm with Information Technology (or, IT). This article is a first attempt to address the topic of how owning andmaintaining a VWcan impact on the businessmodels of firms and on the literature on business models, and VWs are examined in order to understand the relationship between them. A qualitative methodology is proposed to sketch a radar map framework, which is able to identify value drivers and the subsequent impact on elements of value proposition. Although they need to be tested and verified, the findings provided in this work might offer support for firms looking to VWs as a new way to implement a winning business model. Finally, suggestions for empowering future research are proposed and examined

The ability to access and exploit knowledge resources is one of the key challenges for today’s multinational corporations (MNCs). However, there is still a lack of consensus about the exact nature of the role played by culture in affecting knowledge transfer in multinational contexts. The purpose of this paper is to explore how the dynamics of national culture influence an organization operating in a cross-cultural business environment and how the company can benefit from cultural differences. We focused on a holistic single case study, the Generali Group, by performing content analysis of the evidence collected with qualitative coding techniques. We propose a framework, based on the integration of intercultural competences and the use of specific knowledge facilitation mechanisms, which allows knowledge to spread in a more easy and fluid way in multinational environments and supports MNCs in reconciling the knowledge transfer dilemma

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