Business model experimentation is an essential step for developing new business models. While the benefits of business model experimentation are increasingly studied, it is still poorly understood why companies engage in business model experimentation. This paper examines, starting from environmental turbulence reasoning, which external and internal drivers serve as antecedents for business model experimentation by firms that already have established business models. We do so by making use of a unique, quantitative data set based on a survey study among 929 European SMEs actively engaged in business model innovation. Using Dual Scaling, a procedure to scale categorical inputs that yields the least-squares lower-rank approximation to the elements of our data set, we find that external drivers relating to technological turbulence are the most important antecedents for business model experimentation. External competitive intensity doesn't motivate business model experimentation. Regarding internal drivers, strategic change, related to product innovation, is a significant antecedent, while innovative activities are less outspoken. By examining why companies engage in business model experimentation, the paper contributes to understanding the antecedents of business model innovation.@en

In this study, we investigate how small and medium-sized enterprises (SMEs) engage in business model innovation in response to technology shifts, and the ensuing impact of this innovation on performance. Using structural equation modeling, we analyze data from a survey of 1328 European SMEs and find that technological turbulence affects the scope and novelty of business model innovation, and that these dimensions of innovation in turn affect firm performance. We show that these relationships are doubly contingent: both SME size (micro, small, or medium) and time since market entry are relevant. Early entrant firms are more responsive to technological turbulence through both dimensions of business model innovation, as the learning accruing in these SMEs since market entry motivates and informs business model innovation. There are meaningful differences in these relationships for micro, small, and medium-sized enterprises. Our findings advance the theoretical understanding of the relationships between technology, entry order, business model innovation, and performance and also serve to inform managers’ estimations of the implications of technology turbulence and business model innovation for performance.@en

Purpose: By drawing on various theoretical approaches and a gender perspective, this paper aims to examine business model (BM) experimentation as a step towards BM experimentation capabilities as an outcome and, as such, a key antecedent to firm performance. Design/methodology/approach: In this paper, using a unique data set of 444 European small and medium-sized enterprises (SMEs), the authors draw on various theoretical perspectives to devise a structural equation model that examines BM experimentation as a step towards business model innovation (BMI) as an outcome and, as such, a key antecedent to firm performance. Potential differences are examined between female-owned and non-female-owned businesses with regard to hypothesized relations. Findings: Multi-group analysis results reveal that drivers of BM experimentation and the paths linking BM experimentation to overall firm performance are different for female owners in comparison to male owners. Research limitations/implications: Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance. Practical implications: Theoretical and practical implications are various. For SME entrepreneurs, experimenting with their BMs does lead to improved performance. Originality/value: Despite the increasing number of papers focussing on the relationship between BM and firm performance, the focus on female entrepreneurship, gender differences and BMI, more specifically the process of BMI as BM experimentation, is relatively rare.@en

Purpose: This paper aims to explore how digital technologies have forced small- to medium-sized enterprises (SMEs) to reconsider and experiment with their business models (BMs) and how this contributes to their innovativeness and performance. Design/methodology/approach: An empirical study has been conducted on 338 European SMEs actively using social media and big data to innovate their BMs. Four in-depth case studies of companies involved in BM innovation have also been carried out. Findings: Findings show that the use of social media and big data in BMI is mainly driven by strategic and innovation-related internal motives. External technology turbulence plays a role too. BMI driven by social media and big data has a positive impact on business performance. Analysis of the case studies shows that BM is driven by big data rather than by social media. Research limitations/implications: Research into big data- and social media-driven BMs needs more insight into how components are affected and how SMEs are experimenting with adjusting their BMs, specifically in terms of human and organizational factors. Practical implications: Findings of this study can be used by managers and top-level executives to better understand how firms experiment with BMI, what affects business model components and how implementation might affect BMI performance. Originality/value: This paper is one of the first research contributions to analyse the impact of digitalization, specifically the impact of social media and big data on a large number of European SMEs.@en

The diffusion of mobile payments (M-payments) is still in its early stages and further research is needed to understand what motivates or restricts people's behaviour when using mobile services. Based on a sample of Dutch mobile service users, this study analyses the antecedents of two types of M-payments, those that take place before a product is acquired (pre-payment services) and those that take place at the same time or immediately after the product is acquired (post-payment services). We identified a number of reasons why mobile services have not yet found a place in people's daily routines and provide recommendations for the development of future M-payments.@en

This study analyzes how learning costs for technologies that lack de facto standards, such as mobile payment, affect user intentions. In addition, we evaluate how the negative effect of learning costs is mediated by perceived functional value and facilitating conditions. Data used in this research was obtained from a study among 463 consumers. We find support that negative effects from learning costs are fully mediated by perceived functional value and facilitating conditions. Hence, one important reason of slow user acceptance is that the high diversity mobile payment services, platforms and technologies increases the learning costs of users. The results pose important implications for managers willing to increase the acceptance of mobile payment.@en