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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 purpose of this paper is to investigate the impact of internal integration, external integration (EI), and supply chain risk management (SCRM) on manufacturing flexibility, and the moderating effect of SCRM on the relationships between internal and EI, respectively, and manufacturing flexibility.

Using hierarchical regression, data are analyzed from a sample of 343 manufacturing plants in Asia collected in 2013-2014 as part of the International Manufacturing Strategy Survey (IMSS VI).

Internal integration and SCRM have a direct effect on manufacturing flexibility. SCRM moderates the relationship between EI and flexibility.

Further research is needed to generalize beyond the flexibility performance of discrete manufacturing firms in Asia.

To benefit from EI and increase their flexibility performance, manufacturing firms need to implement different mechanisms of SCRM to prevent and deal with supply chain risks including those associated with supply chain integration.

This research contributes to the body of knowledge on the relationships between internal integration, EI, SCRM, and manufacturing flexibility.

This chapter investigates the relevance and necessity of leadership and authentic leadership roles in organisational change in the modern VUCA world. He argues that authentic leaders need to learn to adapt to the increasingly VUCA environment, asking: Can they? Do they? If so, how? Authentic leaders need to evaluate not just the metrics behind success or failure but also their leadership traits and behaviour during organisational change to determine whether adjustments may be warranted. Taran provides an inspiration list of categories for leadership and authentic leadership self-refection. He calls for in-depth case studies of authentic leadership in response to VUCA circumstances that could be largely descriptive producing a body of data against which new theories can be tested and refined.

This chapter investigates the role of authentic leadership in international entrepreneurship. The authors examine how the four pillars of authentic leadership – self-awareness, relational transparency, internalised moral perspective and balanced processing of information – can promote effective collaboration for cross-border social value creation in entrepreneurial ventures. Questions that the authors address are: How do we define ‘international’ entrepreneurship from the perspective of authentic leadership? Are new or different leadership qualities required for the ‘international’ dimension? What are international leadership values or/and qualities and how does the international context change what competencies are needed? The authors call for research to examine how leadership can be depersonalised and become collective rather than an individual trait.

This chapter introduces the aims, objectives and potential outreach of the handbook. The handbook is both a quest for insights from leadership theory and practice in the contemporary world and a manifesto for leadership training through a value-based approach to authenticity. Contributors in this handbook do not belong to the orthodox authentic leadership community. They offer varied, provocative views and personal case studies of leadership. Some endorse aspects of the concept of authentic leadership while developing new understanding of authenticity, others suggest that it is flawed; others offer fresh, challenging, leadership insights. The chapter concludes with a brief introduction to all chapters in the handbook.

This chapter critically examines whether it may be possible to create an AI-based authentic leader, questioning the inherent contradiction between artificial and authentic. The authors pose central research questions: Does the application of AI – even just as a powerful resource – challenge the tenets of authentic leadership? What are the possibilities and limitations of the concept of authenticity in AI-based management systems? Moreover, with the help of three vignettes illustrating practical applications of AI-based systems in leadership and management tasks, the authors illustrate how technology may be used to either control or empower workers and leaders. The authors call for research to assess whether the search for authenticity in AI-based leadership could lead anywhere, warning that it could entrap us in unresolvable existential and conceptual ambiguity, ultimately diverting our focus from the essence of leadership altogether.

This chapter introduces classical ideas of leadership, from Homer's Iliad and Odyssey and Xenophon's Anabasis, posing questions that challenge the ethical and value-based stance of the contemporary literature on authentic leadership. Do leaders in all spheres need to be versatile in the classical sense? Is the use of ruses legitimate if they succeed? Do literature and history provide greater insight into the execution of leadership than conventional business school courses? Pieper urges researchers to investigate the qualities that a leader needs and the values espoused by proponents of authentic leadership and what coherent theory that recognises the leadership imperatives exemplified by the heroic classical accounts could replace the model of authentic leadership.

This chapter addresses authentic leadership at the intersection of tradition and modernity with a focus on insider-outsider dynamics. The authors develop a typology of insider-outsider perception of authentic leadership and four leadership types – detached leadership, integrative leadership, entrenched leadership and atomised leadership – to provide a conceptual tool that advances authentic leadership research and leadership-building strategies. Investigating the intersection of tradition and modernity, Lines and Turcan illustrate that authenticity and legitimacy are tightly coupled. Leaders need to develop insider legitimacy by alignment with contextual norms, traditions and customs. Lines and Turcan encourage future research to explore the question: Is leadership more about establishing contextual legitimacy or establishing authenticity?

This chapter examines how elected politicians exercise their role as leaders (managers) of public services by employing three concepts: accountability, trust and authenticity. Political leaders have an obligation to their electors and the public services that they lead. Lord German examines this dual accountability. He maintains that the mediation of political power and leadership through interaction with a permanent civil service offers a rich field for interdisciplinary research. He suggests that authenticity in the political sphere has two dimensions which may not align: political authenticity and organisational authenticity. Lord German argues that both of these offer potential for research and the reinterpretation of authenticity in the political arena.