Empirical analysis of the roles of dynamic sustainable capabilities and artificial intelligence in accelerating circular business model innovation: Insights from Chinese manufacturing firms

How can competitiveness be maintained in deep-sea environments? Typical business model innovation and competitive strategies of marine aquaculture enterprises in China

This article examines the application of organizational innovation principles to address the challenges posed by local opposition to the siting of renewable energy facilities. Modern approaches to scenario planning emphasize continuous learning rather than one-time exercises. Recent advancements in scenario methodology encourage organizations to develop dynamic capabilities that allow for ongoing revisions to stakeholder engagement strategies. These capabilities enable renewable energy developers to adapt quickly to emerging community concerns. Drawing upon studies conducted during the Colorado Technical University course, MGMT 832, Organization Innovation and Scenario Thinking, and building upon findings from the renewable energy siting process delays due to opposition, this paper proposes innovative approaches to mitigate interruptions caused by opposition. Renewable energy developers who employ dynamic business model innovation can better navigate shifting stakeholder expectations and regulatory environments. The research demonstrates that effective communication, stakeholder engagement, and innovative organizational practices can significantly reduce delays in the implementation of renewable energy projects. Unlike contingency planning, which addresses specific risks, scenario planning generates diverse narratives of potential outcomes, allowing organizations to develop flexible strategies to address community concerns. Traditional risk assessment often overlooks unexpected events that can derail renewable energy projects. The concept of 'black swan' events highlights the importance of developing robust scenario plans that can withstand unpredictable opposition. Renewable energy developers must prepare for a range of possible futures rather than optimizing for a single expected outcome. By integrating organizational innovation theory with practical approaches to community engagement, this article offers a framework for renewable energy developers, policymakers, and stakeholders to navigate the complex landscape of renewable energy siting while addressing community concerns.

In an era of accelerated digital transformation and growing sustainability challenges, Moroccan agricultural cooperatives are increasingly required to reinvent their practices to strengthen their competitiveness. This research examines the impact of digital capabilities on cooperative performance, focusing on the mediating role of Cooperative Business Model Innovation. Based on a quantitative approach involving a sample of 150 agricultural cooperatives and analyzed through Partial Least Squares Structural Equation Modeling, the study shows that digital capabilities significantly enhance cooperative performance, both directly and indirectly through business model innovation. By integrating technologies such as smart irrigation systems, soil sensors, process automation, and digital marketing tools, cooperatives improve not only their financial outcomes but also member satisfaction and positive societal externalities. The findings confirm that business model innovation serves as a crucial strategic lever, enabling cooperatives to transform digital capabilities into sustainable value creation. This research offers practical implications for cooperative leaders and policymakers, emphasizing the need for an integrated strategy that combines digitalization and organizational transformation to boost the performance and sustainability of agricultural cooperatives in Morocco.

Purpose This study examines how top management characteristics and social capital shape corporate social responsibility (CSR) commitment in SMEs, and how this, in turn influences firm performance through business model innovation (BMI). Focusing on post-transition economies, it explores BMI as a mechanism linking top management intent to competitive outcomes. Design/methodology/approach Grounded in Upper Echelons Theory (UET), the study develops and tests a conceptual model using survey data from 200 internationally active Polish manufacturing SMEs. Structural equation modeling is used to assess the relationships among managerial traits, CSR, external networks, BMI and firm performance. Findings Managerial experience positively predicts both social and environmental sustainability commitments, while higher education and general experience show negative effects on environmental commitment. External networks strengthen the link between experience and social commitment, but not environmental commitment. Social commitment improves performance indirectly through BMI, whereas environmental commitment has only a direct effect. BMI thus emerges as a key mechanism for translating leadership-driven social sustainability into firm-level value. Research limitations/implications The study is limited to Polish manufacturing SMEs and cross-sectional data; future research should broaden sectoral and regional scope. Originality/value This study contributes to SME and emerging market research by integrating leadership traits, social capital and BMI into a unified framework. It identifies BMI as a central mechanism within UET and reveals asymmetries in how social vs. environmental commitments translate into performance in post-transition settings.

Purpose: This study examines when and how green entrepreneurial orientation (GEO) influences business model innovation (BMI) in start-ups, focusing on boundary-spanning search (BSS) as a conversion mechanism and big data capability (BDC) as a boundary condition. Design/methodology/approach: Grounded in resource-based theory and organisational search theory, the research employs an empirical approach using survey data collected from 307 start-ups. The study examines the mediating effect of BSS and the moderating role of BDC through quantitative analysis. Findings/results: The analysis reveals three key findings: (1) GEO has a positive impact on BMI. (2) Boundary-spanning search mediates the relationship between GEO and BMI. (3) Big data capability positively moderates the link between BSS and BMI. Practical implications: For start-ups, the results imply that ‘going green’ is more likely to lead to BMI when firms design a focused external-search portfolio and build minimum viable data capabilities (e.g. data governance, cross-functional information sharing and decision-linked analytics) to reduce information overload and accelerate experimentation. Originality/value: The study advances an orientation–conversion perspective by explaining heterogeneous BMI outcomes amongst green-oriented ventures and highlighting the contingent value of BSS. The findings are particularly informative for start-ups in emerging-market contexts (including South Africa and many African economies), where resource constraints and uneven digital infrastructure can make the conversion of sustainability intent into a scalable business model change highly contingent.

Amid the rapid advancement of the digital economy, the widespread adoption of digital technologies such as big data, cloud computing, and artificial intelligence has profoundly transformed the entrepreneurial landscape and development dynamics of small and medium-sized enterprises (SMEs). These technologies provide SMEs with new opportunities to overcome resource constraints and drive innovative business models. This paper examines the core relationship between the digital economy and SME entrepreneurship, elucidates the empowering value of digital technologies for SMEs, and analyzes the operational challenges SMEs face in digital entrepreneurship. By integrating case studies and theoretical frameworks, the paper proposes targeted pathways for business model innovation. The findings aim to offer theoretical insights and practical guidance for SMEs to achieve efficient entrepreneurship and enhance core competitiveness in the digital economy, ultimately facilitating their high-quality entrepreneurial development.

Rapid changes in technology, market dynamics, and consumer behaviour are reshaping industries and research domains. One of the major future challenges is technological disruption, where fast-evolving digital tools such as artificial intelligence, automation, and data analytics demand continuous adaptation. Organizations and researchers must keep pace with innovation while managing high costs, skill gaps, and system integration issues. Another significant challenge is sustainability and environmental responsibility. Increasing pressure to reduce carbon footprints, manage resources efficiently, and comply with environmental regulations requires innovative and eco-friendly solutions. Balancing economic growth with sustainable practices will remain a critical concern in the future. Changing consumer expectations also present a challenge. Modern consumers demand personalized, convenient, and affordable solutions. Meeting these expectations requires innovation in product design, service delivery, and business models. Failure to adapt may lead to reduced competitiveness and market relevance. From a research perspective, data security and ethical concerns are growing challenges. With increased reliance on digital platforms and data-driven systems, protecting user privacy and ensuring ethical use of information is essential. Researchers must address these issues while maintaining transparency and trust.

Abstract This study evaluates the role of green marketing and business model innovation (BMI) in the achievement of sustainable development goals (SDGs) among the oil and gas extraction companies in Pakistan. Grounded in the resource-based view and ecological modernization theories, the study also examines the mediating role of government support. Data were collected through a questionnaire-based survey from CEOs, senior management, and operation managers in the oil and gas extraction companies in Khyber Pakhtunkhwa (KPK) by using a random sampling technique. The collected data were analyzed through partial least squares structural equation modeling (PLS-SEM) to find results. The outcomes reveal that green marketing, BMI, and government support have positive significant effects on SDG attainment in the energy sector. These results offer valuable insights for environmental regulators and practitioners to outline more influential strategies to enhance the sustainability outcomes. Although the topics of green marketing and BMI have gained substantial attention from academia, this is the prime research that introduces an inclusive model in these domains based on the resource-based view and the ecological modernization theories.

Circular and Sustainable Business Model Innovation: Formulating an Integrated Concept Through A Systematic Literature Review

The problem of the high pace at which artificial intelligence (AI) is advancing is basically changing the competitive landscape in the financial institutions. In this paper, the author will address how strategic implementation of AI-based analytics can contribute to the business model innovation to add value, operational effectiveness, and customer-centric transformation in banks and other financial service providers. In addition to the progressive phase of technological adoption, the paper conceptualizes the AI analytics as a strategic competency, which can influence the form of revenue, the system of risk analysis, the structure of expenditures, and alliances within the ecosystem. By applying a conceptual and review approach to literature, the paper has fitted together the knowledge of the literature on the digital transformation, strategic management theory, and financial innovation research on how predictive modeling, machine learning algorithms, and real-time data intelligence can be applied to support dynamic decision-making and new value propositions. Based on the results, the institutions that have applied AI analytics in a strategic direction (rather than using the latter) are more responsive to market fluctuations, regulatory complexity, and rising customer demands. The use of AI-based personalization, credit scoring, fraud detection tools, and smarter investment advice services contributes to the improved financial performance, in addition to, business models based on platforms and scalable. However, the successful integration implies the functions that are complementary, e.g., data control systems, ethical artificial intelligence systems, leadership commitment, and workforce reskilling programs. The implementation challenges in the paper are biases in algorithms, cybersecurity threat, and regulatory uncertainty, and mechanisms of balanced governance ought to exist. It is concluded that strategic synergy of business model innovation and AI analytics is among the main prerequisites of sustainable competitive advantage in the financial sector. Organisations, which integrate AI into their core strategic DNA, are better equipped to generate long-term value without losing trust, compliance, and resilience within a more digital financial ecosystem.

Digitalization is increasingly reshaping business models, yet the mechanisms through which specific digital technologies influence business model transformation in renewable energy remain insufficiently understood. Unlike prior research that treats digitalization and business models separately or focuses on macro-level impacts, this study examines how digital technologies affect business model components—value creation, value delivery, and value capture—in renewable energy firms and the extent to which they drive business model adaptation, evolution, or innovation. It aims to combine insights from the literature on digitalization, sustainability, and business models. Through a systematic literature review following the four-phase PRISMA methodology, 32 peer-reviewed studies were analyzed using a combination of descriptive, bibliometric, and Gioia-based thematic coding analyses to identify structures and patterns across the dataset. The analysis introduces a functional grouping perspective, linking digital technologies to business model components, and business model changes. Findings reveal that the same technology can enable multiple, overlapping transformation pathways and that outcomes vary depending on how technologies are implemented and embedded within firm operations. This study contributes theoretically by integrating a functional technology lens and sustainability lens with business model change typologies—a novel integrative framework absent from the prior literature. It practically provides a framework to help renewable energy firms move toward sustainability-oriented reconfiguration of business models by prioritizing and integrating digital tools effectively, thereby enhancing competitive advantage and accelerating value capture from digitalization. This paper closes with directions for future research on technology-enabled business model change.

ABSTRACT The role of artificial intelligence (AI) in achieving sustainability goals has garnered attention in academic literature. While AI has been argued to be crucial in addressing circularity challenges, organizations face challenges in configuring a business model. Designing new business calls for insights on how AI can be integrated into value creation and capture mechanisms. There is a lack of clarity on how organizations deploy AI as they transition to circular business model innovation. The purpose of the study is to explore how AI is integrated into organizational processes while adopting circular business models. We conducted online open‐ended interviews with 55 participants to explore the potential role of AI in enabling the adoption of circular business models. Our findings have implications for theory building relating to AI business model innovation and provide a novel avenue for further research on business model innovation literature. Building on a natural resource‐based view, the findings indicate that while implementing a circular business model is challenging, AI enables organizations to create, transfer, and capture value through resource efficiency and the reuse of resources. As AI technologies continue to evolve, organizations must develop adaptive capabilities to continually explore opportunities. AI enables organizations to reduce costs, develop novel value‐creation strategies, and capture opportunities, resulting in improved efficiency. Transitioning to a circular business model requires developing routines, and organizations must adapt existing systems to ensure these systems result in pollution prevention, product stewardship, and sustainable development. It is important for managers to develop organizational resources and capabilities that enable the development of AI capabilities.

Transforming smallholder agri-food supply chains through digital product passports: A pathway to sustainable markets and innovative business models

The transition to a circular economy (CE) is a critical strategy for improving the sustainability and resilience of the global food system. Industry 4.0 (I4.0) and its associated digital technologies offer a powerful means of accelerating this transformation. This systematic review provides a comprehensive analysis of the synergy between I4.0 and the CE within the European Union's food supply chain, integrating technological applications, implementation barriers, and policy frameworks. Key I4.0 applications are reviewed across the CE hierarchy, including artificial intelligence (AI)-driven demand forecasting and precision agriculture for waste prevention, machine learning-optimized bioprocessing for valorizing by-products into food-grade ingredients, and blockchain and the Internet of Things for enhancing traceability and transparency in circular flows. However, the transition faces significant barriers. Technological challenges include a lack of interoperability and data standards. Economic hurdles involve high initial investment costs and uncertain returns on investment, particularly for small- and medium-sized enterprises (SMEs). Furthermore, managerial and organizational inertia stems from a digital skills gap and resistance to change, while social concerns relate to consumer acceptance, data privacy, and digital equity. Synthesizing these findings, this review articulates a "policy-technology nexus," arguing that a successful digital-circular transition is a sociotechnical challenge. The analysis demonstrates that EU policies must evolve from merely promoting technology to acting as system architects. This requires aligning digital infrastructure with market-shaping mechanisms to create the collaborative ecosystems necessary for a widespread and equitable transition. Finally, a research agenda is proposed focusing on technological integration, innovative business models, sociotechnical studies, and the governance of a just and ethical transition.

Digital business model innovation, operational efficiency, and corporate financial performance

Boat-to-grid (B2G) has the potential to reduce the barriers for the electrification of the recreational boating sector and support the adoption of renewable energy sources. Despite considerable environmental benefits, such as reductions in noise and heavy metal emissions, technological and economic challenges hinder widespread adoption of B2G. Drawing on prior research and a case study from the Swedish recreational boating sector, this paper identifies key obstacles and enablers for B2G business models. The study shows how B2G can be realized during the four phases of the boating year and identifies core and peripheral actors with their specific challenges. Five general themes of barriers are identified: battery and infrastructure costs, uncertainty about the leadership and the future of electrification, system and technological barriers, access to insurance, and a lack of commonly recognized and attractive business models. For policymakers, the paper points to the potential benefits of policy support associated with knowledge development and improved industry coordination. • B2G enables electrification of recreational boats and supports renewable energy. • Aims to identify barriers and enablers for B2G specific business models. • Study builds on collaboration between Swedish maritime and energy sectors. • Barriers are costs, uncertainty, technology, insurance, and lack of shared BMs. • Policy support should focus on knowledge development and industry coordination.

This study addresses the significant challenge of achieving sustainable digital transformation within the China–Africa digital trade landscape. It responds to a discernible gap in contemporary academic discourse, where research on cross-cultural adaptation, green marketing strategies, and inclusive business model innovation remains largely disconnected, thereby overlooking their essential synergies. To address this gap, the research employs a dual-method approach, combining a bibliometric analysis with a systematic literature review of publications indexed in Scopus between 2010 and 2024. This methodology was selected first to quantitatively map the evolving scholarly landscape and then to provide a deeper qualitative analysis of key themes. A principal outcome is a novel conceptual framework that demonstrates how genuine sustainability in South–South digital markets emerges precisely from integrating these three previously separate areas. The study illustrates how this integration, facilitated by digital platforms and FinTech solutions, can enhance market performance while fostering long-term resilience and equitable value creation. By advocating for this integrated perspective, the work contributes meaningfully to the theoretical domains of digital marketing, platform economics, and sustainable business model innovation. On a practical level, it offers actionable insights for businesses operating in cross-cultural digital markets and provides guidance for policymakers aiming to promote an inclusive and sustainable digital economy.

• Business sustainability (BS) required in mining sector, but its drivers not known. • Tested sustainable business model innovation (SBMI) & green competencies (GC) scales. • SBMI & GC scales good in mining sector and produced 3 and 6 dimensions respectively. • Two of three dimensions of SBMI and three of six dimensions of GC impacted BS. • Green creativity moderated impact of 4 GC dimensions on BS. Value created from sustainable business model innovation (SBMI), green creativity, and dimensions of green competencies (GC) are vital for business sustainability (BS). Yet scales of SBMI and GC to be used, examination of interrelationships and holistic contributions of these key elements to generate BS are lacking. Thus, this study seeks to achieve three objectives: (1) test the SBMI and GC scales in the mining sector; (2) borrow ideas from the dynamic capability, stakeholder and value-network theories to examine the impact of three SBMI dimensions and six GC dimensions on BS; 3) examine the moderating role of employee green creativity on the relationship between BS and the six GC dimensions. Data was collected from 219 employees at two large mining companies in South Africa and Botswana. The SBMI and GC scales were aptly applicable in the mining sector. Structural equation modelling results revealed that two of the three SBMI dimensions (sustainable value proposition and capture) and three of the six GC dimensions (green knowledge, abilities and attitudes) positively impacted BS. Although green creativity significantly impacted all six GC dimensions (green awareness, knowledge, abilities, skills, attitudes and behaviours), it moderated in the BS and GC relationships only for four of GC dimensions.

The rapid acceleration of digitalization and the growth of creative-technology ventures are transforming both entrepreneurial methodologies and the use of technological tools. This article aims to conduct a thematic and configurational review of studies published between 2020 and 2025 to examine how entrepreneurial methodologies (Lean Startup, Design Thinking, Effectuation, iterative and adaptive approaches), technological innovations (digital transformation, artificial intelligence, neural networks, user-generated content analytics), and the specific characteristics of creative and IT-driven contexts interact in shaping startup development. The study employs a qualitative selection of 15 peer-reviewed articles, thematic analysis following Braun and Clarke, and configurational reasoning based on QCA logic, which together reveal five dominant M–T–C configurations. The findings demonstrate that innovation in creative and IT startups emerges not from isolated factors but from combinatorial interactions between methodological and technological components. The key contribution of this review is the CISMI-2025 conceptual model, which identifies equifinal pathways through which creative-technology startups achieve opportunity creation, business model innovation, and resilience. The model highlights the role of technology as a methodological accelerator and the moderating effect of creative-IT contextual conditions characterized by uncertainty, hybridity, and ecosystem dependency. These results expand theoretical understanding of technology-augmented entrepreneurial cognition and provide practical insights for researchers, entrepreneurs, policymakers, and innovation support institutions seeking to enhance creative-tech entrepreneurial ecosystems.