Thomas Clauss

TL;DR: In this paper, the authors conducted an empirical study on the effects of the COVID-19 crisis on family firms and found that companies are applying measures that can be assigned to three different strategies to adapt to the crisis in the short term and emerge from it stronger in the long run.

TL;DR: A hierarchical three-level scale for measuring business model innovation is provided, which can be used as formative measures of three dimensions ofbusiness model innovation at the second level, namely value creation innovation, value proposition innovation and value capture innovation.

TL;DR: In this article, the authors explored the why and how of these successful recovery attempts through business model innovation by conducting a multiple case study of six hospitality firms in Austria, relying on interview data from managers together with one of their main stammgasts for each case, which they triangulate with secondary data for the analysis.

TL;DR: The main findings revealed the networks of current topics as they appear in the publications such as business models, the circular economy, circularbusiness models, value, supply chain, transition, resource, waste, and reuse, and their most prevalent relationships.

TL;DR: In this article, the authors examined the impact of knowledge management capabilities on business model innovation and how these effects are moderated by a firm's risk-taking tolerance, and found that knowledge management is only effective for firms with a low risk taking tolerance.