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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 research on sustainable business model innovation (SBMI) has seen a surge over the years. However, despite the surge, the literature on the antecedents of SBMI is still at a budding stage. Therefore, the purpose of this paper is to expand the literature on SBMI by investigating the influence of managerial ties on SBMI.

Data were collected from 200 SMEs in Saudi Arabia to test the conceptual model, which was analysed using structural equation modelling.

The findings highlighted the significance of managerial ties in promoting SBMI. Furthermore, the findings highlighted that managerial ties might not optimally result in SBMI uncles channelized through absorptive capacity. However, the findings could not confirm the moderating role of strategic flexibility.

The findings from this study have implications for SME owners, recommending that these firms develop managerial ties and absorptive capacities to realize the benefits of SBMI.

To the best of the authors’ knowledge, this study is one of the first to highlight the significance of managerial ties in promoting SBMI from an emerging market perspective.

This study aims to examine the impact of learning organizational culture on organizational effectiveness. The study also explores the role of employee work engagement as the intervening mechanism in the learning organizational culture-organizational effectiveness association.

The data were collected from middle and top managers using the survey approach from the manufacturing and services sectors in India. Structural equation modeling and fuzzy-set qualitative comparative analysis (fsQCA) were used to analyze the data.

We found that organizational effectiveness is positively affected by learning organizational culture and that employee work engagement mediates this relationship. Our findings provide an essential building block in the research of learning organizational culture, work engagement and organizational effectiveness.

This study establishes linkages among the variables of interest by examining the impact of a learning organizational culture and work engagement on organizational effectiveness. It augments the existing literature on organizational effectiveness by elucidating the role of a learning organizational culture and work engagement as critical enablers of organizational effectiveness. Additionally, the study furnishes empirical evidence demonstrating the mediating role of work engagement in the relationship between a learning organizational culture and organizational effectiveness.

This study aims to delve into the relationship between open innovation and organizational effectiveness, expanding upon previous research that primarily focused on the impact of open innovation on firm performance.

Based on data collected from top- and middle-level managers across diverse sectors in India, the authors examined the intricate dynamics of open innovation and its effects on organizational effectiveness. The authors took two approaches to examine the data; using structural equation modeling and using the fuzzy set qualitative comparative analysis (fsQCA) approach.

This empirical evidence underscores the potential advantages of adopting open innovation practices within organizations. The contribution extends to both theoretical and practical domains.

Theoretically, this research enriches the literature on open innovation and organizational effectiveness by providing empirical substantiation for their interconnection.

From a practical perspective, the findings offer actionable insights for practitioners and organizational leaders, suggesting that embracing open innovation can significantly enhance organizational effectiveness, ultimately fostering improved performance and competitiveness. The findings also have implications for external stakeholders aiming to engage with innovation-driven organizations for purposes of commercialization and knowledge exchange.

This study advocates for incorporating inbound and outbound open innovation practices within strategic decision-making processes to achieve organizational effectiveness.

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.

This study aims to examine the role of organisational commitment (affective, normative, continuance) in influencing employees’ knowledge application behaviour during the COVID-19 pandemic. This study also probes the moderating role of leader–member exchange (LMX) in the association between organisational commitment and knowledge application.

This study used a sample of 206 employees working in various private sector organisations in Brunei Darussalam. Structural equation modelling using Smart-PLS was used to test the hypothesised relationships.

The findings show that affective and normative organisational commitment spurred employees’ knowledge application behaviour significantly during the COVID-19 crisis. However, the moderating effect of LMX could not be established in this study.

The findings provide managers with insights into the crucial role organisational commitment can play in encouraging knowledge application in an organisation.

Studies exploring the enabling factors of knowledge application are scarce, especially in the context of a global crisis such as the COVID-19 pandemic. This study develops a model and empirically validates the importance of organisational commitment for knowledge application amidst the COVID-19 pandemic. This study also provides insights for managers into how LMX can affect knowledge application outcomes, particularly during uncertain times.

The purpose of this paper is to examine the impact of emotion management ability of leaders on employee job performance by highlighting the mediating role of employee perception of job characteristics.

Hypotheses were developed and tested using multi-source data collected from 65 dyads of heads of department and their subordinates.

Results show that leaders’ emotion management ability relates positively to employee job performance, and that this relationship is mediated by employees’ perception of job characteristics.

Cross-sectional data were used to test the hypotheses. Generalizability of the findings is limited as the sample is taken from only one industry in India.

The findings contribute to HRM and leadership literature. The study has implications for jobs that require a high degree of interpersonal interaction with subordinates. Unique value also lies in the context of the study as this study is one of the first to explore the phenomenon in India.

This study aims to explore how the three types of human resource (HR) practices, encapsulated in the ability, motivation and opportunity (AMO) model, foster a learning organizational culture (LOC). In doing so, the authors evaluate the centrality of knowledge sharing (KS) in mediating this relationship.

A quantitative survey is undertaken to collect data from managers working in organizations operating in the UK. The authors use several statistical techniques to assess the psychometric properties of the measures and test the hypotheses using multiple regression executed with Preacher and Hayes’ Process macro.

The findings show that the AMO HR practices significantly facilitate the development of a LOC in the workplace, and KS among organizational members amplifies the effects of these HR practices in the process.

A LOC functions as an important source of organizational performance and effectiveness. It enhances the absorptive capacity of the organization to capture, share and transfer knowledge to optimize work. Hence, developing a culture that nurtures organizational learning could be a priority for managing HR. This study, therefore, extends the understanding of the role of AMO HR practices in fostering a learning culture – thus, providing managers with the essential knowledge to improve performance. The study also enriches the literature on HR practices, KS and LOC by integrating these three variables into a unifying framework.

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.

The purpose of this study is to explain the components of competitive priorities of Indian service firms, to find out the competitive priorities of different service industries in India and to find out how these competitive priorities change across low- and high-performing service firms.

An empirical study of 166 firms from five different service industries is undertaken in New Delhi and its surroundings.

The results reveal the presence of three competitive priorities in the services sector in India: cost, flexibility and quality/delivery, with quality/delivery being the most distinctive competitive priority. Hotel and auto-repair industries are found to be focused on controlling costs, while hospitals, banks and private colleges prioritized quality/delivery. For high-performing firms, cost is the top most competitive priority, followed by quality/delivery and flexibility, while for low-performing firms, quality/delivery remains the top most competitive priority, followed by flexibility and cost.

The paper enhances the understanding of competitive priorities in the Indian services sector. The identification of competitive priorities of different service industries in India and their dynamics across different industries add value to the current literature and fill an important research gap. Additionally, surveying diverse industries in this paper reveals a holistic picture of the Indian service industry and helps achieve some degree of cross-industry perspective.