As a research subject, business model innovation spans the strategy, innovation, and entrepreneurship fields. Yet, despite the importance of the concept, prior work has paid little attention to how decision-makers cope with uncertainty and gain understanding about interdependencies in new business model configurations. To address this gap, we combine top-down theorising and evidence-based exploration and seek to unpack some of the coping mechanisms that operate in the evolutionary view of business model innovation. Using in-depth interviewing to collect data, our study reveals five strategies -customer centricity, value co-creation, capability evolution, ecosystem growth, and adaptive pricing -that decision-makers apply to cope with uncertainty in business model innovation. We find that coping mechanisms support decision making during the development of new business models. Furthermore, we find that the five coping strategies delineate decision making for value proposition, value creation, and value capture configurations in more detail than existing literature has described. Our findings have important implications for decision making in business model innovation.

This study explores the role and facilitating actions of top managers in response to the digital transformation. Building on 27 in‐depth interviews with top managers and close associates from large German firms, we find that top managers respond to the digital transformation by engaging in three key actions: understanding digitalization, setting the formal context for digitalization, and leading change. Moreover, findings emphasize that top management team support is essential in firms' digital transformation. Overall, this study contributes novel insights about the consequences of top managers for firms and establishes an initial foundation for investigating top managers in the digital age.

This systematic review analyses literature on the work of hybrid value creation, i.e. the process of generating additional value by innovatively combining products (tangible component) and services (intangible component). A state of the art report on hybrid value creation is delivered by first systematically identifying and then analyzing 169 publications focusing on hybrid value creation. The identified publications are clustered into eight categories based on their links and interactions and thus a mapping of this evolving field is suggested. A discussion and reflection of the findings with respect to the pervasiveness of literature and the research methodologies used is provided. The paper concludes by identifying some dominant strategic gaps in the overall research landscape and provides directions for future research.Zusammenfassung Das Ziel des vorliegenden Beitrags ist es, einen Überblick über den aktuellen Stand der Forschung im Bereich hybrider Wertschöpfung zu geben. Hybride Wertschöpfung bezeichnet einen Prozess, bei dem durch innovative Kombination von Produkten (materielle Komponente) und Dienstleistungen (immaterielle Komponente) zusätzliche Werte geschaffen werden. Der aktuelle Stand des Forschungsfeldes wird auf Basis einer systematischen Literaturanalyse präsentiert. Insgesamt werden 169 Publikationen analysiert. Diese lassen sich in acht thematischen Kategorien bündeln. Eine systematische Analyse und Diskussion der grundlegenden

Firms increasingly rely on business model innovation as a means to face challenges of a world in transition. We identify the conscious integration of products and services, i.e., product service systems, as a valuable strategy to radically innovate product-focused business models. Applying an exploratory multiple case study approach, we uncover five distinct kinds of services that specifically help firms to innovate their business model. These are (1) business consulting, (2) comprehensive services, (3) educational services, (4) financing services, and (5) information management services. The influence of these services on three components of business model innovation (value propositions, value chain architectures, and revenue streams) is discussed. In total, our study emphasizes that integrating specific services with products is an important driver for business model innovations.

Despite the importance of managerial reasoning in designing business models to handle exogenous change, little is known about its cognitive foundations. We address this gap with a comparative analysis of how managers rethink business model configurations to provide value in the emerging collaborative consumption economy. As customer behaviors shift from owning to sharing possessions, they challenge firms' established business model logics. Using data from in-depth interviews with managers from 22 sharing ventures, we find six cognitive processes to influence reasoning in new business model design. Furthermore, we find that these processes fall into distinctive dimensions of dominant and emerging logics. Ultimately, they combine into a design logic that explains how managerial reasoning results in conceptually different value creation and value capture configurations. Overall, our findings provide insights for theorizing business model design, and they enhance understanding of the foundations of managerial cognition in innovation contexts.