Editorial

Article presents critical thinking skills of in-service physics teachers (IPTs) and their behavior in online. This research is a survey that describes the profile of IPTs critical thinking skills and their behavior in online learning. This survey involved 46 IPTs of four semester at Open University in Indonesia. Data related to IPTs’ critical thinking were collected through the General Critical Thinking Test by Lauren Starkey, while the data related to IPTs’ critical thinking skills were collected through tests of critical thinking skills. Data were analyzed by using quantitative descriptive technique. Based on the results of the data analysis, it was concluded that generally the IPTs’ critical thinking skills can be categorized dominated as low, while their behavior in online learning dominated only read and view the activities. The result of critical thinking skills and their behavior in online learning will be used as a reference in developing a problem based learning in the online physics learning context.

Purpose This article aims to investigate the relationship between business model adaptation, company performance and digitalization capability among startups during the coronavirus disease-2019 pandemic to determine whether there is a correlation among these aspects in uncertainty scenarios. Design/methodology/approach The research used a mixed approach. First, it utilized a survey-based data collection method in which over 400 Brazilian startups participated, representing diverse demographic and cultural characteristics. Following the data analysis, the authors interviewed startup founders who participated in the first phase to enrich the discussion section. Findings The results revealed that startups with stronger digital capabilities and higher performance were associated with lower levels of business model adaptation. However, this association was observed primarily in the dimensions of value creation and value capture, and not in value delivery. Research limitations/implications The limitation of this study includes the cross-sectional data collection, which prevents the assessment of causality between variables. Practical implications The findings suggest that startups should carefully evaluate their business models and adaptation strategies during uncertain periods. Social implications The social implications of this study lie in supporting public policies and initiatives for entrepreneurship and startups. Government agencies and support institutions can use the findings to better understand the challenges faced by startups during uncertain times, effectively guiding their assistance and resources. Originality/value This research contributes to the literature on business models and digitalization capability. It offers insights into the interplay between performance, digital capabilities and business model adaptation. Furthermore, the study contradicts the common sense that businesses should favor adaptation in uncertain moments, at least for startups in similar contexts.

Business model innovations, as adjustments of business models to changes in the environment, are currently being studied mainly from the process point of view. So far, an examination of the content of decisions to innovate business models and their components (i.e., resource allocation, competitive advantages, value architecture, customer value proposition and profit model) has been largely neglected. Nevertheless, they are very important particularly in the event of long-term discontinuous technological changes where the transition to the new technology takes so long that widely differing business models are possible simultaneously. To investigate such differing business model innovations, hypotheses on the adaptation of business models are formed on the basis of a variety of explanatory approaches, particularly the competence-based view, and studied in scenario-based experiments at 52 German automotive companies in the transition to electric mobility. With these experiments decisions on business models, especially alternative paths for innovating business model components can be identified (technology embracing, technology balancing and technology postponing).

The increasing popularity of Software as a Service has strongly affected the established business model of on‐premise enterprise software. Software as a Service has distinctive characteristics of disruptive innovations that typically create several difficulties for incumbent firms, in particular with regard to adapting business models. To date, however, little empirical understanding exists regarding the dynamics of business model change – a topic of special importance to the highly dynamic software industry, which is characterised by rapid and regular emergence of disruptive innovations. As disruptive innovations require gathering distant knowledge and experimenting with new ideas, this study addresses theoretical gaps regarding the role of absorptive capacity and organisational ambidexterity in the process of business model change owing to the emergence of a disruptive innovation. Drawing on evidence from multiple case studies of six incumbent vendors of enterprise resource‐planning software and informed by a thorough review of related secondary data, we investigate the pace and path of incumbents' business model adaptations. We propose a theoretical model that refines prior literature on absorptive capacity and organisational ambidexterity, particularly with regard to the process of business model change. This study identifies further technological factors that determine how and why incumbents change business models. In addition, our study provides in‐depth insights on the technological trajectory of enterprise resource‐planning software switching from on‐premise to on‐demand software services. © 2016 Blackwell Publishing Ltd

It is a well-accepted argument that the most important strategy for a new venture is to explore and build a viable business model. How to accomplish this task is explicated by two dominant perspectives. The first line of research emphasizes learning actions such as trial-and-error and experimentation while the other stream believes that the viable business model originates from the entrepreneur’s cognitions. Building on an emerging field of research which explores the relationship between cognition and action and across-case approach, we draw several tentative conclusion. First, initial business model cognitions are composed of business concept hypothesis and business logic hypothesis. The former originates from such mental mechanisms as analogical thinking and/or concept combination which is triggered by experience and perception, while the latter comes from prior experience and new information processing. Second, initial business model cognitions provide a starting point for learning actions. Initial business model cognitions, aiming at guiding actions purposefully and improving action effects, can iterate through an entrepreneurship theorizing process. Third, entrepreneurs can use the combination of internal and/or external, immediate and/or indirect methods to validate initial business model hypothesis. Resource differences may influence the way new ventures validate initial hypothesis（resource-constrained new ventures would prefer low cost methods in the short run）. A combination of such methods contributes to a better performance in searching for a viable business model. Finally, the influence of feedbacks from learning actions on business model adaptation decisions is the outcome of an entrepreneurship theorizing process. Evidence shows that business logic hypothesis is subjected to more pivots than business concept hypothesis since the latter is usually supported by long-term prior experiences. This study adds to the knowledge of the following research streams. First, by inquiry into the interaction between cognitions and actions, we provide the dimension of initial cognitions which acts as the starting point for learning actions. We also add to the learning school that the content being learned during the process. Second, we provide an empirical investigation of business model schema research. We provide empirical support for the view of entrepreneurship theorizing, and specify the source and evolution of initial cognitions. We also find four learning actions which serve as major means to validate initial business model hypothesis and provide a better understanding of their effectiveness. Finally, by investigating the source of the cognition inertia of business concept hypothesis, we provide two possible explanations from the perspectives of prior experience and entrepreneurial theorizing, thus shed light on the cognition mechanism of new venture business model adaptation.

Social implications Cases currently available on business model canvas pertain to large multi-national companies. However, this case takes the happenings at a relatively small business and applies the business model canvas there. Through the case, the authors illustrate how small Indian businesses in various small towns and cities are adapting to the disruptions in their businesses. In addition, insight regarding omnichannel operations and their implementation and decision-making at the level of such small businesses is also provided. Learning outcomes The case intends to acquaint participants with the business model canvas and its application in evaluating business models, identifying shortcomings and adapting business models accordingly. The case also provides an overview of how small businesses across India are adapting to the disruptions brought about by their traditional business models. The case also provides insights into omnichannel operations and the challenges of implementation. Case overview/synopsis Small family-owned establishments/businesses today are faced with an onslaught of disruptions to their prevalent ways of doing business. This case deals with one such business, Rita Cloth Store. The case follows in the footsteps of Sampa Kar, who realises the need for re-evaluating their decades-old business and rethinks their business model to adapt to the changing times and consumer habits. She must consider a number of measures to transform Rita Cloth Store as she attempts to change the decades-old business models to ensure its survival. Complexity academic level The case can be taught in undergraduate and post-graduate courses on entrepreneurship, business models and operations strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CCS 3: Entrepreneurship

Based on equity theory, this study constructs the influence mechanism of ethical leadership on innovation performance. This study uses questionnaire surveys to investigate more than 10 enterprises in Hubei, Henan, Hunan, Shanghai, and Beijing, and finally collected 235 valid samples. Using SPSS26.0 and Mplus7.4, hierarchical regression analysis is used to verify the hypotheses put forward in this study. Finally, a total of four conclusions are obtained. First, ethical leadership has a positive effect on employees' innovation performance. Second, interaction equity mediates the relationship between ethical leadership and employees' innovation performance. Third, leader-member exchange(LMX) positively moderates the relationship between ethical leadership and interaction equity. That is, the higher the degree of LMX, the stronger the positive influence of ethical leadership on interaction equity is. Fourth, LMX moderates the mediating role of interaction equity between ethical leadership and innovation performance. That is, the higher the degree of LMX, the stronger this mediating role is. This study not only expands the research on ethical leadership, but also provides management enlightenment for enterprises to implement appropriate management methods and improve innovation performance.

We examined the contingent value of individuals' critical thinking on their creativity at work by focusing on the generation of, process of, and solutions found, in developing novel and useful ideas. To extend previous research emphasizing individual characteristics, such as personality traits, we focused on the value of individuals' critical thinking and its impact on creativity. In the pretest, 442 employees completed a critical thinking questionnaire and then, in a field study, 211 dyads of managers and their subordinates completed the validated questionnaire. Results revealed a positive relationship between critical thinking and employee creativity, and creative process engagement completely mediated this relationship. Further, leader–member exchange was found to weaken the relationship between critical thinking and creative process engagement. Implications of the study for practice are discussed.

A conceptual methodology to screen and adopt circular business models in small and medium scale enterprises (SMEs): A case study on child safety seats as a product service system

This article explores the dynamics of publication activity in the field of business models of digital entrepreneurship based on the data from the Scopus database over the period 2011–2024. The purpose of the study is to identify patterns in the development of scientific research on digital entrepreneurship and the evolution of business models as reliable tools for promoting entrepreneurial projects in the context of digitalization and globalization. An integrated bibliometric approach was employed to analyze research outcomes and publication trends related to business models in digital entrepreneurship. The articles search and data analysis were conducted using the Scopus database and its analytical tools. Keyword co-occurrence networks and clustering of research areas were visualized using VOSviewer software. The article has identified the key trends in the development of research in this field, in particular a significant increase in publications since 2018, resulting from the rise of global e-commerce and the influence of digital technologies on entrepreneurial activity. The most highly cited publications have been reviewed, along with the top 10 scholars who have made significant contributions to the study of digital entrepreneurship business models. Additionally, the distribution of publications by country and funding source was analyzed, highlighting the major centers of scientific activity. Based on keyword clustering via VOSviewer, the main research directions have been outlined, including digital entrepreneurship, e-commerce, business modeling, and innovation. The results may serve as a valuable resource for identifying current trends and future directions in digital entrepreneurship research. JEL Classification: F41, M13, М21

Background. The retail sector in Ukraine is in crisis due to COVID-19. New risks and challenges have emerged that have put at risk the functioning of the trading industry. Therefore, there is a need to find ways to adapt and transform business models in retail to new, crisis conditions. Analysis of recent researches and publications. Peculiarities of trade business functio­ning in conditions of uncertainty, risks, and crises are actively studied by many scientists and practitioners. However, the issue of changing retail business models in the face of instability, which would allow companies to adapt to today’s challenges, remains insufficiently studied. The aim of the article is to study the process of transformation and adaptation of business models in retail to new economic realities, challenges, and threats associated with the situation around COVID-19. Materials and methods. The information base of this study was scientific work on the adaptation of business to modern conditions of instability and rapid change. The research methodology is based on a system of general scientific and special methods, in particular: analy­sis and synthesis; systematic and integrated approach. Results. The peculiarities of the instability of the modern world according to the VUCA concept, in particular its manifestations related to the COVID-19 pandemic, have been studied. The main threats to business development in the field of retail trade in the current crisis situation have been identified. Changes in business models in retail are proposed, which will help in adapting to difficult economic conditions and maintaining the competitiveness of retail enterprises in the consumer goods market. Conclusion. The necessity of transformational changes of business models in retail in order to adapt them to crisis conditions and ensure the survival of retail enterprises in today’s unstable world is proved.

Business models have received increasing attention in both academic and managerial communities. However, little attention has been paid to how business models change in response to extreme events. This topic is of critical importance since failure to achieve adaptation in a timely manner can lead to negative consequences such as a significant decrease in firm value or bankruptcy. This study explores how the business model paradigm of the Portuguese footwear industry changed following China’s entry into the World Trade Organization in 2001. The empirical results suggest that the shock acted as a trigger for change for the Portuguese footwear firms which reflected in the adoption of a new business model characterized by speed and flexibility in the manufacturing process, faster response to customer needs and, in specific cases, in downward integration through the creation of own brands selling directly to final consumers. This result, however, was not the outcome of a sudden change but rather the consequence of a planned adaptation strategy led by a key industry actor that acted as a network orchestrator coordinating the actions of the Portuguese footwear firms. The implications of these findings as well as directions for future research are discussed in the last part of this study.

Purpose This research explores how Social Organizations (SOs) leverage digital transformation during crises, focusing on the COVID-19 pandemic. It examines the links between digital innovation, business model adaptation, and social impact, offering frameworks for resilience in challenging contexts. Design/methodology/approach The research employs qualitative methodologies to analyze data from 481 project proposals submitted by Italian SOs in response to a crisis-oriented grant initiative during the COVID-19 pandemic. The methodological approach combines systematic coding procedures and analytical frameworks, validated through expert consultation to ensure methodological rigor. Findings The analysis identifies four strategic approaches to digital transformation: product reconfiguration, business model adaptation, organizational change, and network development. These findings reveal varying digital adoption capabilities among SOs, emphasizing the need for context-specific implementation strategies. Research limitations/implications The research scope is limited by its focus on Italian SOs, potentially affecting result generalizability. Future research directions should encompass cross-cultural comparative analyses and longitudinal investigations of digital strategy evolution. Practical implications The research provides strategic frameworks for organizational leaders implementing digital transformation initiatives. Additionally, it offers guidance for policy development and investment allocation in supporting SO digital capability development. Social implications The integration of digital transformation strategies with social objectives enables SOs to enhance service delivery effectiveness, improve accessibility, and strengthen inclusive practices, ultimately amplifying their societal impact potential. Originality/value This study addresses how SOs manage digital transformation and entrepreneurial opportunities during crises, contributing to literature by integrating digitalization, entrepreneurial management, and business model innovation perspectives.

PurposeOrganizational resilience is a prerequisite to ensure preparedness and quick recovery from disruptions for an organization. However, there is scant literature that examines antecedents that are associated with resilience. This study aims to evaluate antecedents of organizational resilience considering three factors: sustainable supply chain management (SSCM), business model adaptation (BMA) and digitalization.Design/methodology/approachThis study considers the dynamic capability view as a theoretical lens to formulate the hypotheses between the mentioned constructs. The authors test the hypotheses based on the data collected from 259 manufacturing companies. The authors consider structural equation modeling and mediation analysis to analyze the proposed hypotheses.FindingsThe results of structural equation modeling suggest that there is a positive association between SSCM and organizational resilience. Furthermore, the results suggest that digitalizing the business processes and deploying an adaptable business model can help organizations enhance their resilience levels.Originality/valueThis study contributes to the literature by identifying dynamic capabilities that can influence organizational resilience and extending the relevance of BMA and digitalization in the context of sustainability and resilience. Furthermore, this research informs managers on effective pathways for managing future disruptions.

From its inception, commercial air transport has been on the rise, and only exceptional events such as COVID-19 have managed to slow down growth rates. Over its development, this branch of transportation has adapted to several niches, adapting business models and even aircraft types/configurations accordingly. Two leading business models presently exist, and hybrid models have also been reported in the airline market: each model fills a very specific operational niche. However, after a detailed analysis of transportation procedures and requirements, it has become clear that a major gap in regulation leads to situations where certain passenger categories are de facto excluded from air travel. Based on the main fundamentals of social rights, as well as modern approaches for the evaluation of social conflict, this work highlights how the legitimacy behind the coexistence of multiple airline business models in the free market cannot prevent the requirement for just and well-defined regulations in air transportation ensuring the right to fly to nearly all passenger categories, thus satisfying many critical travel needs. Without such regulations, the skies become a “savage space”, a field of battle of a new form of social conflict where the principle of the strongest prevails. Without a proper understanding and management of this conflict, the final outcome is tangible: the exclusion – or the reduction – of the legitimate right to mobility for entire passenger categories, many of which are affected by specific medical conditions.