2021
DOI: 10.1016/j.jbusres.2019.12.001
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Knowledge management capabilities and organizational risk-taking for business model innovation in SMEs

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citations
Cited by 264 publications
(257 citation statements)
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References 127 publications
(198 reference statements)
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“…As the Digital Revolution pushes companies to adopt hybrid business models ( Gupta et al, 2019 ), it is important to remember that such transformations must be supported by adequate investments in people skills and corporate culture. Culture can be a strong determinant of how quickly companies embrace a digital transformation and should thus be the basis for any technological choices ( Acar and Acar, 2012 ; Hock-Doepgen et al, 2020 ). When selecting technologies to redesign their internal processes, companies should involve staff at all levels and focus on new ways of working ( Donalek et al, 2014 ; Peng et al, 2018 ).…”
Section: Discussionmentioning
confidence: 99%
“…As the Digital Revolution pushes companies to adopt hybrid business models ( Gupta et al, 2019 ), it is important to remember that such transformations must be supported by adequate investments in people skills and corporate culture. Culture can be a strong determinant of how quickly companies embrace a digital transformation and should thus be the basis for any technological choices ( Acar and Acar, 2012 ; Hock-Doepgen et al, 2020 ). When selecting technologies to redesign their internal processes, companies should involve staff at all levels and focus on new ways of working ( Donalek et al, 2014 ; Peng et al, 2018 ).…”
Section: Discussionmentioning
confidence: 99%
“…"Risk-taking is understood as the level of risk that the management of the entities is willing to assume, exposing notably own resources with the projection of achieving benefits as a return" [13] (p. 3). In this context, the "organizational risk-taking tolerance" construct, which reflects the organisation's capacity to manage knowledge, is highlighted, allowing new opportunities to be identified and encouraging risky and entrepreneurial behaviour and attitudes [32]. Currently, there are no studies that have analysed changes in general entrepreneurship or in any of its dimensions (innovation, proactivity, and risk-taking) before, during, or after a crisis in sports organisations.…”
Section: Entrepreneurship In the Time Of Covid-19mentioning
confidence: 99%
“…Belussi, Orsi, and Savarese (2019) even highlighted that business model innovation (BMI) is a growing field of discussion in BM research, and BMI is an important issue in innovation research. In recent years, researchers have largely agreed that BMs consist of three main elements: value proposition, value creation, and value capture (Hock‐Doepgen, Clauss, Kraus, & Cheng, 2020). In the course of a BMI, these three elements or their relationship to each other are innovated (Foss & Saebi, 2017).…”
Section: Introductionmentioning
confidence: 99%