Despite the increasing interest in business model innovation (BMI) as a way to improve the performance of firms, and the predominance of family firms (FFs) in modern economy, these two topics have so far not been combined. Drawing on socioemotional wealth (SEW) theory and the corporate social responsibility (CSR) concept, and on insights from research into BMI, we conduct a qualitative analysis using data from fifteen European FFs, examining the strategic and BM focus, the nature of the BM renewal, and the process and outcomes of BMI on their business models (BMs). Our results identify several BM configurations, with a focus on (1) growth by internationalization in combination with attention to increased quality in value creation, and (2) profit orientation based on increased efficiency, enabled by digitalization, mainly in the value delivery components of a BM. The latter reflects distinctive, innovative capabilities found in FFs, that contribute to the preservation of family objectives, as suggested by SEW theory and business orientation on CSR. Furthermore, there is a link between family involvement and limited, but specific, knowledge-related resources, and the way the dynamic BMI process is governed and executed.

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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

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.

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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.

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