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This paper aims to expand knowledge on strategy and business model transformation by exploring how the increased data availability can threaten the competitive positioning of data-based firms.

The study uses two longitudinal cases design. The data include a review of 270 business acquisitions performed by IBM and Yahoo! between 1995 and 2018 relying on publicly available documentation, corporate annual reports, shareholders presentations and press releases.

The study provides insights into how the availability of data can affect business models and the competitive advantage of data-based firms. Successful business model transformation in data-based firms appear to be contingent on dual-purpose mergers and acquisitions (M&As), oriented toward data and data-processing activities.

Inductive case studies yield results that require quantitative validation. The insights on business model transformation and M&As from this study were obtained within the context of data-intensive firms.

When formulating a growth strategy through M&As, strategists need to consider whether the current state of their competitive positioning requires single purpose acquisitions (e.g. data or data-processing capabilities) or dual-purpose acquisitions.

As data becomes a commoditized asset, further research and guidance are needed to assess the impact of this phenomenon on data-based business models. This study fulfills an identified need to gain insights into the relationship between business model transformation and M&A activity.

The goal of this qualitative study is to explore how different elements of the coach–coachee setting can affect the perceived outcome from coaching sessions by the coachee.

Using thematic analysis on 197 semi-structured interviews of bank executives, the authors suggest an evidence-based sequential model on how the perceived value of the coaching process might be contingent on four elements.

As a result of the exploratory analysis, the authors’ suggest that the coach's guidance, coach's reliableness, coachee's willingness and coachee's self-awareness can determine the coachees' perceived effectiveness or usefulness from their coaching sessions.

There is little empirical data regarding the coachee's perceived value. The current study attempts to fill the gap in the existing literature by considering the coaching outcomes with particular regard to the executive's perceived value of coaching. This research adds to the literature on how to deliver effective coaching in organizations and provides empirical evidence to practitioners on how coachees perceive value from coaching.