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Given the evolution that knowledge management (KM) has undergone since the advent of the digital transition, the purpose of this paper is to evaluate how KM processes have changed as a result of agile organisations’ adoption of digital technologies.

Years have passed since the onset of the fourth industrial revolution, and the technologies unique to this revolution have permeated every organisation to varying degrees. Whether organisations have been at the forefront of technological innovation or have had to adapt to much more advanced digitised processes, they have had to change how they manage operations internally and with the remainder of the supply chain they serve. These changes have been much more significant for agile organisations, which rely heavily on digital systems and have strong supplier and customer interactions. Due to the large amount of data generated, these organisations are referred to as knowledge-intensive businesses, and as a result, their KM processes are of the utmost importance. For this reason, a multiple case study with a grounded theory approach has been implemented to carry out a field analysis.

The results show that Industry 4.0 technological advances can be included in the scientific debate on KM and agile innovation, given the effects that such technologies have on organisations.

In today’s increasingly connected world, these findings have the potential to generate significant economic value by improving coordination and collaboration in KM processes.

This research comprehensively analyses the profound impact of Digital Transformation and Process Innovation (DT&PI) on business models (BMs) in the Food Service Sector (FSS), especially in the post-pandemic context. The study is guided by three primary research questions: (1) Identifying key FSS players and their interconnections, (2) Understanding the differentiation strategies these entities employ and (3) Assessing how COVID-19 has altered their BMs.

The study utilises a rigorous methodology, starting with a thorough analysis of the Business Model Canvas (BMC) for 100 prominent Spanish FSS firms, culminating in a comprehensive sector-wide BMC. Cluster analysis is then applied to group firms based on common attributes and relationships identified in the overall BMC. Additional insights are gathered through semi-structured interviews with representatives from FSS companies.

The study identifies five distinct clusters of FSS companies, each defined by unique BM strategies. These strategies mainly focus on sales and distribution channels, differentiating between those using multiple channels and those solely relying on digital platforms. Importantly, the study shows that digital transformation in the FSS was already in progress before the pandemic but was greatly expedited by it. COVID-19 stimulated the digitalisation of services, expanding sales channels and diversifying customer engagement.

This research enriches the dynamic capabilities theory by examining how DT&PI influence BM innovation in the FSS, highlighting adaptation to technological trends. It offers a fresh perspective on value creation and stakeholder interaction, contributing to the foundational theory for future FSS BM research.