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This study explores the influence of the Top Management Team (TMT) social capital on business model innovation in business ecosystems.

This study examines the impact of internal and external TMT social capital on enterprises’ business model innovation, explores the relationship between internal and external TMT social capital, and investigates how business ecosystem health moderates the relationship between external TMT social capital and enterprises’ business model innovation. These hypotheses are proposed and tested using a hierarchical regression analysis with data from 168 Chinese firms.

First, both internal and external TMT social capital exert a significantly positive influence on an enterprise’s business model innovation. Second, internal TMT social capital positively contributes to the development of external TMT social capital, affecting business model innovation. Finally, the moderating effect of business ecosystem health on the relationship between external TMT social capital and business model innovation depends on the dimensions. Specifically, the productivity of the business ecosystem negatively moderates this relationship, whereas the niche creation capability of the business ecosystem has a positive moderating effect.

These findings enrich prior research on business model innovation within the business ecosystem, thoroughly exploring the critical role of TMT social capital. This study reveals the diverse impacts of internal and external TMT social capital on business model innovation and the intricate relationship between these elements. Furthermore, it emphasizes that the success of enterprise’s business model innovation within a business ecosystem depends on the alignment and adaptation to dynamic ecosystem conditions. By presenting these insights, this study provides valuable practical implications for enterprises aiming to cultivate social capital within business ecosystem to facilitate business model innovation.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

This paper identified how top management team social capital can impact the level of business model innovation. Social capital is something businesses must cultivate for good performance.

The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Visitor center plays an important role in the normal operation and sustainable development of scenic spots, especially as a portal image of its management. This paper presents resilience theory for visitor centers to identify some common issues in designing visitor centers in China scenic spots, including the lack of function, loss of architectural characteristics, and difficultly in adapting to changes in the number of visitors with periodic variations. The framework of resilience theory was set from four dimensions, namely, resilience and match in the composition of ontology function, the extended function, integration of buildings into the surrounding environment, and alternative construction technologies and materials. This theory was explained and analyzed with the application of the theory in practice in combination with the design of Mount Hua visitor center. Results showed that resilience theory yields good application effect.