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The purpose of this study is to investigate the relationship between artificial intelligence (AI) and decision making in the development of AI-related capabilities. We investigate if and how AI-driven decision making has an impact on firm performance. We also investigate the role played by environmental dynamism in the development of AI capabilities and AI-driven decision making.

We surveyed 346 managers in the United States using established scales from the literature and leveraged p modelling to analyse the data.

Results indicate that AI-driven decision making is positively related to firm performance and that big data-powered AI positively influences AI-driven decision making. Moreover, there is a positive relationship between big data-powered AI and the development of AI capability within a firm. It is also found that the control variables of firm size and age do not significantly affect firm performance. Finally, environmental dynamism does not have a positive and significant moderating effect on the path connecting big data-powered AI and AI-driven decision making, while it exerts a positive moderating effect on the development of AI capability to strengthen AI-driven decision making.

These findings extend the resource-based view by highlighting the capabilities developed within the firm to manage big data-powered AI. This research also provides theoretically grounded guidance to managers wanting to align their AI-driven decision making with superior firm performance.

The purpose of this paper is to provide an integrative picture of the state of the art of the literature on digitalisation of small and medium-sized enterprises (SMEs) as an enabler for their internationalisation process and as a comprehensive view of the specific domains impacted by digital technologies as well as their repercussions on the international outreach.

A systematic review which leverages a descriptive analysis of extant literature and an axial coding technique has been conducted to shed light on the current knowledge and to identify primary research areas and future research lines.

The research indicates that digitalisation impacts the internationalisation of SMEs in three specific domains: (1) internationalisation through the adoption of information and communication technologies (ICT) technologies and e-commerce platforms; (2) international expansion through the digitalisation of value chain activities and (3) international outreach through knowledge acquisition on digital platforms.

The value of this study is threefold. First, the authors attempt to systematically review the literature on SMEs digitalisation and internationalisation and provide a holistic perspective on the intertwining of these two research streams. Second, the authors propose a novel conceptualisation on the dimensions of SMEs digitalisation as enablers to internationalisation. Third, the authors put forward promising future lines of research.

1. Digitalisation represents a pivotal strategy that allows companies to build new strategic capabilities and is a propeller for SMEs internationalisation.

2. Through e-commerce, SMEs could compete at the same level of multinational companies but enduring lower costs of expansion.

3. Digital platforms allow SMEs to enhance the learning processes about international markets through an immediate access to relevant information.

4. Digital entrepreneurship has enabled SMEs to develop new configurations of value chain activities, evolving their business model or reaching new markets.

5. SMEs are changing the “business as usual” paradigm offering digital tools to build modular architectures that are scalable and agile in their evolution ability.

Digitalisation represents a pivotal strategy that allows companies to build new strategic capabilities and is a propeller for SMEs internationalisation.

Through e-commerce, SMEs could compete at the same level of multinational companies but enduring lower costs of expansion.

Digital platforms allow SMEs to enhance the learning processes about international markets through an immediate access to relevant information.

Digital entrepreneurship has enabled SMEs to develop new configurations of value chain activities, evolving their business model or reaching new markets.

SMEs are changing the “business as usual” paradigm offering digital tools to build modular architectures that are scalable and agile in their evolution ability.

This article aims to investigate the status of and the trends in the intertwining of crowdfunding and innovation literature by identifying, evaluating and synthesizing the findings from previous research. This paper provides a bibliometric meta-analysis of the already substantial and growing literature on innovation and crowdfunding research.

Using a bibliometric approach, this research scrutinizes all articles that include terms related to “crowdfunding” and “innovation” (in their title, abstract or keywords) in Elsevier’s Scopus database. VosViewer and Bibliometrix package in R have been used to analyse 150 articles.

The results suggest that there are three main research clusters in the innovation and crowdfunding literature. The first cluster highlights the role of crowdfunding in fostering radical and incremental innovation. The second cluster focuses on the concept of openness and its effect on innovation in crowdfunding campaigns, while the third cluster explains the role of platforms’ innovation in crowdfunding success.

Taking a holistic perspective, this contribution advances new knowledge on the intertwining of crowdfunding and innovation research fields. It implies that crowdfunding is facilitating the flow of knowledge between different stakeholders, including project initiators and crowd investors, among others, as they all benefit from open innovation platforms.

The concept of ecosystems has been integral to business strategy, evolving from general collaboration frameworks to innovation ecosystems driving technological progress. Digital ecosystems, initially rooted in engineering, now encompass manage-rial and strategic dimensions, are explored. Platforms, exemplified by companies like Amazon and Uber, epitomise this evolution, transitioning from linear value creation models to dynamic, multi-sided ecosystems leveraging external resources. These platforms, categorised as innovation or transaction platforms, harness network effects for exponential value creation. Effective platform management entails defining market sides, crafting unique value propositions, stimulating network effects, and solving the chicken-or-egg problem through strategic growth and engagement techniques. Governance mechanisms are crucial, encompassing value-sharing, leadership roles, and participation rules to sustain ecosystem growth. The chapter ponders the shift towards digital ecosystems and underscores the need for companies to adopt collaborative, flexible approaches, ensuring robust and sustainable business models in an increasingly interconnected and complex market environment.

This chapter explores the evolution and application of growth hacking (GH) as a methodology for rapidly scaling businesses. It begins by examining the initial wave of GH, characterised by unconventional tactics employed by digital firms like Dropbox, LinkedIn, and PayPal to achieve remarkable growth. These companies prioritise resource leveraging, outsourcing, and building rich ecosystems, capitalising on inherently scalable digital resources and network effects. The authors then delve into the concept of Customer Acquisition Cost (CAC) and its significance in evaluating business profitability and scalability, detailing its calculation and implications for strategic decision-making. Furthermore, they discuss the Customer Lifetime Value to Customer Acquisition Cost ratio (CLV/CAC ratio) as a key metric for assessing the efficiency and sustainability of customer acquisition strategies. Transitioning to the second wave of GH, the chapter explores debates surrounding its distinction from traditional digital marketing practices. Overall, the text provides a comprehensive overview of GH’s past and present, highlighting its significance in driving business growth and innovation. Examining the dynamic landscape of digital marketing methodologies, while traditional digital marketing employs established tools and techniques within defined boundaries GH stands out for its experimental nature and systematic approach to innovation. This chapter draws on insights from industry experts and case studies.

Product-led growth (PLG) represents a paradigm shift in business strategy, prioritising the product itself as the primary driver of growth rather than relying heavily on traditional sales and marketing methods. In this framework, companies focus on creating exceptional products that directly address user needs, delivering optimised user experiences, fostering virality through word-of-mouth endorsements, and simpli-fying access and onboarding processes. This approach capitalises on identifying underserved markets or unmet needs, often requiring in-depth market research and education efforts. This chapter explores various growth factors beyond PLG, including community-led, content-led, ecosystem-led, brand-led, service-led, price-led, acquisition-led, regulatory-led, investor-led, and velocity-driven growth strategies. Case studies of successful companies such as Slack, Zoom, Dropbox, Treedom, Facebook (Meta), BlaBlaCar, Spotify, Revolut, and others illustrate the efficacy of these growth strategies in diverse industries. Additionally, the concept of velocity-driven growth, emphasising rapid scale and market dominance, highlights the importance of speed and agility in competitive markets. Ultimately, effective scaling requires a multifaceted approach, often combining several growth factors tailored to the company’s unique circumstances and market dynamics. Flexibility and continuous experimentation are essential, allowing companies to adapt their growth strategies to evolving market conditions and emerging opportunities.

This chapter discusses strategic management and growth hacking as complementary approaches to achieving organisational goals and driving growth. It emphasises the importance of aligning growth hacking efforts with overall corporate strategy to ensure synergy and effectiveness. Exploring various aspects of strategic management, including vision, goals, environmental analysis, strategy formulation, implementation, and performance monitoring, the authors delve into the integration of growth hacking with strategic management, highlighting key points of alignment such as resource allocation, target market segmentation, brand consistency, data alignment, risk management, and integration with other functions.