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The purpose of this paper is to provide a systematic review of the linkage between knowledge management, business model innovation and firm competence. The study attempts to summarize a few important and essential issues which future research should address.

Researchers have conducted an extensive review of the literature covering 50 journals from various databases like Scopus, ProQuest and Emerald. A total of 88 articles from 1997 to 2018 on knowledge management and business model innovation were selected and analyzed.

The study found that the integration of knowledge management and business model innovation leads to a sustainable competitive advantage. The relationship between knowledge management, business model innovation and firm competence seems to be fragmented because of various meaning and conceptualizations. The study endeavors to examine the relationship between the dimensions (knowledge acquisition, knowledge conversion, knowledge dissemination, knowledge application and knowledge reuse) of knowledge management and business model innovation (value proposition, assets and capabilities, revenue and cost architecture and actors in business networks). The study highlights that chief knowledge officers have a vital role to play in enhancing knowledge management orientation of a company so that knowledge regarding new ways of value creation and value capture is heard within an organization.

This study provides a distribution schema of knowledge management and business model innovation articles based on different search criteria by highlighting different future research avenues. The study is believed to serve as a basis and be a valuable tool for researchers to understand the current and future scenarios about knowledge management and business model innovation. Researchers also acknowledge the limitations of this study with regard to exclusive search criteria, which might affect its generalizability.

The study argues that better knowledge sharing between departments could benefit value creation and therefore drive the organization toward business model innovation which would automatically boost firm competence. The study has made an attempt to highlight the role of Chief Knowledge Officer with regard to business model innovation. Therefore, the proposed model developed in this review will help the organization to better understand the role of knowledge management and business model innovation.

This is one of the first systematic reviews of knowledge management and business model innovation which provides a detailed understanding of the past and future research on the two.

The purpose of this paper is to investigate the influence of strategic flexibility on small and medium enterprises (SMEs) performance, and how such effects are mediated by business model innovation (BMI).

Data was collected in the form of surveys from 200 SMEs located in Saudi Arabia. The collected data were analyzed with structural equation modeling using Amos 23.

The results highlighted that strategic flexibility has a direct and significant influence on SME performance. Moreover, BMI partially mediates the relationship between strategic flexibility and SME performance.

The findings of this study suggest that managers should be made aware that strategic flexibility can be an important driver for BMI which in turn would enhance SME performance. This study argues that the perks of strategic flexibility are irrespective of firm size. Furthermore, BMI can help improve the performance of SMEs by unlocking new opportunities for value creation and value capture

To the best of the author’s knowledge, this study is one of the first to test the relationship between strategic flexibility and SME performance through BMI.

Despite the growing literature on business model innovation (BMI) and its implications for firm performance, the research on the antecedents of BMI is still at a budding stage. Therefore, the purpose of this paper is to bridge this gap by examining the causal relationships between knowledge management, BMI, competitive advantage, and firm performance.

A purposive sample of 300 micro, small, and medium enterprises was collected with more than 500 employees and total revenue between 50 and 500 million Indian Rupees, according to the Development Act, 2005. The collected data were analyzed using structural equation modeling through smart PLS 3.

The study’s findings show that knowledge management significantly influences BMI. This study also highlights the synergic impact of Knowledge management and BMI on firm performance. Furthermore, findings highlight the mediating role of competitive advantage in the relationship between knowledge management, BMI, and firm performance.

Understanding the impact of BMI and knowledge management is crucial for business owners, managers, and other stakeholders to plan for the continuous improvement of their businesses. Managers can secure a favorable position in the competitive market and improve organizational performance by paying attention to effectively managing their knowledge resources.

The study is one of the first few empirical efforts to investigate the causal relationships between knowledge management, BMI and firm performance. The study adds to the scant literature in this area by highlighting the mediating role of competitive advantage.

The purpose of this paper is to systematically analyze the literature on business model innovation by identifying its triggers, enablers, barriers, dimensions, outcomes and highlight avenues for future research.

A systematic literature review of papers on business model innovation was conducted based on the recommendations of Tranfield et al. (2003) from 2000–2019. A total of 70 conceptual and empirical studies on business model innovation research spanning from 2000 to 2019 were analyzed based on different classification schemes.

The systematic review approach of this paper offers a new perspective in understanding business model innovation, bridges the gap in the extant literature by providing consolidation regarding the triggers, enablers, barriers, dimensions and outcomes of business model innovation and indicating avenues for future research.

A review of literature on business model innovation carried out in this paper is expected to open up new horizons for future researchers to develop and empirically test frameworks related to business model innovation. The five themes identified to shed light on important aspects of business model innovation. These themes are expected to not only strengthen the theoretical foundations of business model innovation but also help practitioners develop and implement business model innovations in their organizations. In particular, the themes related to the enablers, barriers, triggers and outcomes of business model innovation can provide useful insights for practitioners.

This study is the first of its kind that has provided consolidation regarding the triggers, enablers, barriers, dimensions and outcomes of business model innovation.

The purpose of this paper is to develop an instrument to measure the influence of coronavirus (COVID-19) on international travellers’ behaviour.

Data were collected from 500 respondents in the Kingdom of Saudi Arabia to develop and validate a multi-item scale to measure international travel behaviour post-COVID-19. The initial pool of items was validated by using exploratory factor analysis. The first-order reflective and the assessment of hierarchical factor structure were done through structural equation modelling by using SmartPLS 3.

Findings revealed a hierarchical three-level scale for measuring international traveller’s behaviour. The first level consists of six sub-dimensions of 19 items. These six sub-dimensions can be used as a formative measure of three dimensions of general impact, attitude and preference and cleanliness and safety. These three dimensions form the third level for the meta construct of traveller’s behaviour.

The proposed scale will provide policymakers and managers with an improved understanding of the change in travellers’ behaviour due to the COVID-19 crisis or any future pandemic.

The scale can be used by the tourism and hospitality industry to access the impact of COVID-19 or any other future pandemic on traveller’s behaviour.

Since the outbreak of the novel COVID-19, almost all international travel has come to halt. A diverse measuring instrument to measure traveller’s behaviour is not available in extant literature. To the best of the authors’ knowledge, this study is the first of its kind which has developed and validated a scale for measuring traveller’s behaviour during and post COVID-19.

The purpose of this paper is to propose a theoretical model of business model innovation based on evidences from the past literature. The paper established a link between business model innovation (BMI) strategic flexibility, competitive advantage and firm competence.

The study was approached from a theoretical perspective using previous literature on BMI from 2000 to 2017, as per the recommendations of Tranfield et al. (2003). A total of 104 conceptual and empirical articles on BMI research spanning from 2000 to 2017 were analyzed based on different classification schemes.

The study proposed a theoretical model of BMI and discussed how the various internal factors, such as organizational culture, organizational structure, organizational inertia, leadership and technology drive BMI. The study highlighted how BMI gives companies sustainable competitive advantage. The study also highlighted that the BMI is an important predictor of firm performance and strategic flexibility. Further, the study found that the firm size and firm inexperience mediate the influence of BMI on firm competence.

The study highlights how BMI can be a source of sustainable competitive advantage and enhance the firm competitiveness and strategic flexibility of a firm.

This study is the first of its kind which has developed a conceptual model on the various internal factors and consequences of BMI. The study highlighted how BMI is an important predictor of firm performance, competitive advantage and strategic flexibility.

The research on corporate social responsibility (CSR) and firm performance (FP) has seen a surge over the years. However, the role of corporate reputation (CR), advertising strategy and market competition is still unclear. The purpose of this study is to consider this gap and test an integrative model of CSR-FP, in the context of India.

The data for CSR expenditure were collected from the annual reports of the selected companies. CR was captured using the ranks of Fortune India 500, Business Standard 1,000 and Economic Times 500. The financial data were collected from CMIE (Prowess) database.

Results of structural equation modeling (SEM) revealed a significant relationship between CSR expenditure of the firm and its reputation; but no relationship between CR and performance. When CR increases, the performance of a firm may not improve. Competitive intensity (CI) had no statistically significant role in the CR-FP relationship for performance. Results suggest that reputed firms perform well despite high competition within an industry. High reputation is effective in improving performance irrespective of competition. CI has a positive impact in the reputation–performance linkage. Advertising intensity (AI) played a significant moderating role in the CSR intensity and CR relationship.

This research represents an added value for the literature on CSR by highlighting the importance of CR, advertising strategy and market competition in the relationship between CSR and FP. The findings have several implications for theory and practice, which have been discussed in the study.

Research in the area of business model innovation (BMI) has focused on theoretical and exploratory discussions, thereby creating a lack of empirical evidence on the role of top management in BMI. The current study focuses on this research gap and provides empirical evidence by studying the impact of top managers’ managerial skills, managerial ties and entrepreneurial skills on BMI. It also seeks to explore the mediating influence of explorative and exploitative learning.

Data were collected from 200 respondents from top multinational firms in India covering six sectors, which was analyzed using structural equation modeling.

The findings reveal significant positive relationships of BMI with managerial skills, entrepreneur skills and managerial ties, and these relationships are found to be mediated by exploitative and explorative learning.

Given the increasing importance of BMI to organizational success, the study has highlighted that top managers’ skills and ties favorably influence BMI. Organizations can make related investments in training and capacity building by instituting appropriate programs in their organizations. In addition, organizations can exercise caution during recruitment by recruiting and selecting managers in top management teams who excel in managerial skills.

This study is one of the few to validate a comprehensive measurement model that highlights the influence of managerial skills, entrepreneur skills and managerial ties on BMI, explaining these associations with the mediating role of exploitative and explorative learning.

This study aims to develop a framework that demonstrates the role of social capital in alleviating knowledge hiding behaviour in organisations while also considering the moderating roles of perceived organisational politics and the perceived value of knowledge in this process.

The authors conducted a systematic literature review of research papers on the topic of knowledge hiding to develop a framework for mitigating knowledge hiding.

This paper conceptualises social capital into three interrelated dimensions (e.g. structural, cognitive and relational). Based on the findings of the review, all the three social capital dimensions can potentially mitigate an individual’s propensity towards knowledge hiding. Additionally, the paper integrates two potential moderators: perceived organisational politics and perceived value of knowledge, which could undermine the outcomes of social capital in mitigating knowledge hiding.

Although the proposed framework may provide preliminary insights to practitioners and scholars, one of its key limitations is that it is conceptual. Future empirical research is needed to validate the proposed framework.

Existing research has focused on studying the antecedents and consequences of knowledge hiding. However, scant scholarly work explores how such behaviour can be mitigated. This paper addresses this gap and contributes to understanding how organisations can alleviate the prevalence of knowledge hiding by developing their social capital and by focusing on contextual factors.