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This case is real. To preserve client/consultant confidentiality, the industry has been changed and the firm disguised.

Despite the common understanding that business model (BM) innovation is of vital importance for securing competitive positioning in the market place, managers still seem to lack appropriate frameworks and tools which can support them in renewing and rejuvenating their company’s existing BM. The purpose of this paper is to develop a structural and comprehensive toolbox of available BM configurations, from which companies can choose, to innovate their BM upon, and to design an appropriate BM innovation framework which can facilitate them in re-designing, selecting, and implementing new BM configuration possibilities.

A structured literature review is conducted to identify all the relevant BM configurations. Then, a value driver analysis is performed to group these BM configurations into appropriate categories. Finally, an ontological classification scheme and a structural and workable process, i.e. a BM innovation framework, are inductively developed.

The paper systematically develops a list of 71 BM configurations and groups them into an ontological classification scheme according to five groups: Value Proposition, Value Segment, Value Configuration, Value Network, and Value Capture. The paper illustrates how the BM innovation framework, enabled by this ontological classification scheme, provides a platform for identifying BM innovation routes for companies, allowing managers to envisage radical, disruptive, and new-to-the-world BM configuration ideas, or apply existing configurations from other industrial settings in what may be deemed new-to-the-industry innovation.

The paper enriches the amount of potential BM configurations available for managers to choose from when innovating their BMs, and extends the analysis to five core BM configuration categories. Moreover, the BM innovation framework suggested highlights the strong relationships among the value drivers, thus presenting the opportunity for managers to assess potential conflicts or synergies between various value drivers, and to align the BM management process as a whole.

The objective of this paper is to propose a process through which channel stakeholders interact with one another to adopt a buyer‐seller technology with the purpose of improving the efficiency of their supply chain. The paper seeks to examine how ongoing business relationships between channel stakeholders influence the process of buyer‐seller technology adoption.

The paper extends the technology acceptance model (TAM) to dyadic adoption behaviour by incorporating a social network perspective for buyer‐seller relationships.

Buyer‐seller technology adoption occurs at multiple levels throughout a supply chain network. Although each channel stakeholder forms its own behavioural intention to adopt a new enterprise technology, actual adoption occurs at the dyadic level between two channel stakeholders. Network embeddedness and resource dependence can influence the individual firm and dyadic processes of buyer‐seller technology adoption.

The results of the study imply that successful implementation of a buyer‐seller technology requires attention to the relationships between channel stakeholders as well as each channel stakeholder's internal needs and capability of adopting the technology.

The paper offers a social network perspective of buyer‐seller behaviour when adopting a new technology. The model provides a framework through which the impact of internal and relational factors on technology adoption behaviour can be examined systematically at the dyadic level of supply chain relationships.

This paper addresses issues met when designing, implementing, using and continuously updating performance measurement systems in manufacturing companies. The paper develops, from theory, a framework for analysing the implementation of a performance measurement system and uses this framework to interpret three longitudinal case studies. The paper concludes that specific processes are required to continuously align the performance measurement system with strategy. When these processes are combined with a well defined model of strategic success, the measurement system can enhance the strategic management process by challenging the assumptions and the strategy itself.

Since the first Volume of this Bibliography there has been an explosion of literature in all the main areas of business. The researcher and librarian have to be able to uncover specific articles devoted to certain topics. This Bibliography is designed to help. Volume III, in addition to the annotated list of articles as the two previous volumes, contains further features to help the reader. Each entry within has been indexed according to the Fifth Edition of the SCIMP/SCAMP Thesaurus and thus provides a full subject index to facilitate rapid information retrieval. Each article has its own unique number and this is used in both the subject and author index. The first Volume of the Bibliography covered seven journals published by MCB University Press. This Volume now indexes 25 journals, indicating the greater depth, coverage and expansion of the subject areas concerned.

The Psychopathy Checklist‐Revised is used in forensic and clinical settings to give an indication of the level of psychopathy an individual presents. The use of the PCL‐R with offenders with a learning disability (LD) is understudied. The current study aims to replicate a study by Morrissey (2003) which focused on the problems arising from assessing an LD service sample from Rampton Hospital. The results may suggest that the PCL‐R may be used reliably with offenders with low intellectual functioning.

Strategic Measurement Systems (SMS) collect and analyze the performance information needed to manage processes and competencies that produce significant competitive advantage. An increasing number of companies are augmenting their traditional financial performance systems with these new measurements.