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The purpose of this paper is to determine how knowledge distance, which encompasses cognitive and geographic distance, influences efficiency-centered and novelty-centered business model reconfiguration (BMR), and the moderating role of tie strength.

The authors analyze a sample of 132 Tunisian incumbent firms by multiple hierarchical regressions.

First, the effect of knowledge distance on novelty-centered BMR may differ depending on whether the firm introduces novelty within or outside its organizational boundaries. Specifically, the authors introduce two new types of novelty-centered BMR: intra-novelty and extra-novelty, which respectively take into account whether the reconfigured activities are governed within or outside the focal firm’s boundaries. Second, cognitive distance has an inverted U-shaped effect on efficiency-centered and intra-novelty-centered BMR. Third, tie strength has a moderating role, with varying effects depending on the type of BMR pursued.

This study provides guidance for managers on structuring alliances and collaborations when pursuing BMR. It provides recommendations on partner characteristics, as well as relationship tie strength, that are most beneficial for different types of BMR.

This paper answers the call for research on how knowledge obtained from distant sources can contribute to BMR. Additionally, the paper introduces a previously absent distinction in the BMR literature. The findings suggest that studying the antecedents of BMR should not be limited to the level of design themes but also encompass the level of design elements such as governance.

This study aims to investigate the theoretical limitations of the social network theory applied on employee creativity.

By combining the social network theory and componential model of creativity, this study studies the possible impact of social capital through its three dimensions (structural, relational and cognitive dimension) on individual creativity, to explore then the moderating effect of cognitive style as individual characteristic on the structural dimension of social capital such weak ties and employee creativity.

The results show that, on a sample of 95 employees belonging to four companies in the IT sector, predictions based on the social network theory are only weakly verified. Indeed, the relational and cognitive dimensions of social capital do not have a significant impact on individual creativity.

Based on Kim et al.’s (2016) call for future research, this study extends the assumptions of the social network theory announcing that social capital through its structural dimension may have an identical impact on individual creativity in all circumstances.