Research Paper
Data, information and knowledge management in the field of smart business
, Parisa karaminiya; , Ali Rajabzadeh Ghatari; Mohmoud Dehghan Nayeri,
Abstract
This research was conducted with the aim of modeling the drivers and consequences of digital transformation in the country's steel industry business ecosystem Iran. The present study is an applied-developmental research in terms of its purpose and a descriptive-survey research in terms of its data collection ...
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This research was conducted with the aim of modeling the drivers and consequences of digital transformation in the country's steel industry business ecosystem Iran. The present study is an applied-developmental research in terms of its purpose and a descriptive-survey research in terms of its data collection method. In line with the purpose, an exploratory mixed research design was used. The qualitative section's participant population includes management professors and managers of the country's steel industry. Theoretical saturation was achieved after 20 interviews using the theoretical sampling method. In the quantitative section, a sample of 140 managers and experts of the country's steel industry was selected using the Cohen power analysis method. The data collection tool was a semi-structured interview and a researcher-made questionnaire. The validity of the qualitative section was examined based on reliability, transferability, confirmability, and reliability, and the Holst coefficient was estimated to be 0.707 and Cohen's kappa was 0.658, which is desirable. The questionnaire was validated by estimating the content validity ratio, convergent validity, and divergent validity. Also, Cronbach's alpha, coefficient of resiliency and composite reliability of all constructs were estimated above 0.7. Qualitative content analysis, structural-interpretive modeling and partial least squares methods were used to analyze the data. The research findings showed that business ecosystem factors, management factors, hardware and software platforms are driving factors that affect the digital transformation strategy. The digital transformation strategy also affects the digital transformation of the steel industry, and digital transformation in turn affects digital innovation and digital communications, and affects innovative performance, social performance and marketing performance, and ultimately enables the achievement of financial performance.IntroductionThe steel industry in Iran is known as a vital and mother industry due to its rich mineral resources and potential capacities. This industry has a strategic position in Iran and is considered the second largest non-oil export industry after petrochemicals. Steel is the most practical metal in terms of quality and value, and about 95% of the world's metals are steel and iron. Transformation is a critical factor in the success of steel companies' supply chains, and customer demands in the competitive market of this industry require fundamental changes in current processes. In other words, it can be said that transformation has become a vital issue in the steel industry ecosystem, and accepting and keeping up with changes is a necessary and continuous matter that ultimately ensures the health of this industry. The advancement of digital technology has led to the development of new organizational networks, which are called digital business ecosystems. Digital technology plays a pivotal role in achieving business goals, and its scope and effects are so extensive that it can even transform the nature of an industry as a whole. It is not possible to study business ecosystems without considering digital transformation. In general, it can be said that digital transformation has become the dominant paradigm in the industrial world today. In order to solve the country's major problems by utilizing the capacity of transformative technologies and with the aim of developing the digital economy, the Ministry of Communications and Information Technology has compiled and submitted to the Cabinet the "Digital Transformation Document" since the beginning of 1400. Specifically, in the country's steel industry, embracing digital transformation will bring many benefits, but this transformation requires contexts and platforms that are known as drivers of digital transformation in the steel industry. Creating software platforms that are appropriate for the business ecosystem processes of this steel industry, which has a continuous value chain, along with speed and agility in decision-making for managers, is a very vital issue that will have significant consequences. On the other hand, the digital transformation of the steel industry is inevitable, and from a negative perspective, this issue is also very important. The rapid movement of countries such as China and India towards digital development in the steel industry has greatly affected global markets and, of course, Iran, and can be a warning for the Iranian steel industry. This issue is also very important theoretically, and various studies have been conducted on "digital transformation" and "business ecosystems." However, an independent study that examines the country's steel industry business ecosystem based on digital transformation has not yet been recorded in the country's domestic scientific interventions. In studies that have implicitly addressed this issue, providing an applied model in this area has been neglected. Finally, it should be said that there is no doubt that the gap between the scientific and practical fields in the field of digital transformation in the country is large, therefore, this study attempted to present a model for digital transformation with an applied-developmental approach in the country's steel industry. The present study will answer this key question: what is the model of the drivers and consequences of digital transformation in the country's steel industry business ecosystem? Methodology This research is an applied-developmental research in terms of its purpose, which seeks to model the drivers and consequences of digital transformation in the country's steel industry business ecosystem. It is also considered a descriptive-survey research based on the data collection method. In order to achieve the research objective, a mixed exploratory research design (qualitative-quantitative) was used. The qualitative part's participant population includes management professors and managers of the country's steel industry. Theoretical saturation was achieved after 20 interviews using the theoretical sampling method. In the quantitative part, a sample of 140 managers and experts of the country's steel industry was selected using the Cohen power analysis method. The data collection tool was a semi-structured interview and a researcher-made questionnaire. The validity of the qualitative part was examined based on credibility, transferability, confirmability, and reliability, and the Holst coefficient was estimated to be 0.707 and Cohen's kappa was estimated to be 0.658, which is desirable. The questionnaire was validated by estimating the content validity ratio, convergent validity, and divergent validity. Also, Cronbach's alpha, coefficient of resiliency, and composite reliability of all constructs were estimated to be above 0.7. Thematic analysis method and Maxqda software were used for data analysis in the qualitative part. Structural-interpretive modeling method and MicMac software were used to identify the relationship between constructs. In the quantitative part, partial least squares method and Smart PLS software were used. Results and DiscussionIn the research findings section, the interviews were analyzed using qualitative thematic analysis based on the six-step Atread-Stirling method. In the open coding stage, 514 codes were identified, which were ultimately identified through axial coding as 4 overarching themes, 12 organizing themes, and 72 basic themes. ConclusionThe results showed that business ecosystem factors, management factors, hardware and software platforms are the driving factors that affect the digital transformation strategy. The digital transformation strategy also affects the digital transformation of the steel industry, and digital transformation in turn affects digital innovation and digital communications, and affects innovative performance, social performance, and marketing performance, and ultimately achieves financial performance.Key words: digital transformation, business ecosystem, steel industry of the country Iran.
Research Paper
Neda Kavand; Yoseph Mohammadi Moghadam
Abstract
In today's fast-paced and changing world, all the evidence points to the centrality of the human role in overcoming problems, opening bottlenecks, creating advanced technology and producing various technologies. In this field, managers are the foundation stone of any organization, and the organization ...
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In today's fast-paced and changing world, all the evidence points to the centrality of the human role in overcoming problems, opening bottlenecks, creating advanced technology and producing various technologies. In this field, managers are the foundation stone of any organization, and the organization can achieve capability and development if it is properly managed and has skilled managers. Therefore, in this article, an attempt has been made to examine the unlearning of managers in skill enhancement in the digital age. The present study is a mixed-method research, in which data were collected through semi-structured interviews with elites of the Tax Affairs Organization who were selected through a purposeful method. The validity of the interview was assessed through a formal and content judgment approach based on the opinions of 7 experts (who had experience working or collaborating with the Tax Affairs Organization and were familiar with academic and organizational issues in the field of tax affairs). And the reliability was calculated and confirmed by the percentage of agreement method between the two coders as 85 and 88 percent, respectively. Thematic analysis was used to analyze the data. Ultimately, 60 basic themes, 10 organizing themes, and 3 super themes were obtained. The validity of the results of the qualitative section was verified by using the Kendall correlation test and referring to experts in the field of qualitative studies, who were evaluated and approved in a targeted manner. The results showed that managers' skills, including technical, human, and perceptual skills, are significant at three levels: senior, middle, and operational managers. Also, three key factors in understanding digitalization (having a digital vision, critical thinking, and cognitive flexibility), Digital platforming (redefinition of tasks and responsibilities, adaptability and adaptability, digital literacy, digital mindset) And leading changes (social-emotional intelligence, networking, reflective thinking) are essential skills for managers to succeed in the digital journey of organizations. Keywords: Unlearning, skill-building, transformational, digital age, managers.. IntroductionOrganizations investing in digital transformation, They will prepare for the future scenarios and will be ready to overcome the challenges of the market(Li et al.,2023).There are many factors in the way of keeping up with the developments of the present age, among the main obstacles is the lack of required skills and experience(Jones et al.,2021).Therefore, organizations and its members must abandon beliefs, norms, values, procedures and routines and outdated knowledge to gain new knowledge in order to achieve success and survive in this changing and extremely chaotic environment, the lack of ability of organizations and their members in this matter,or in other words, unlearning, is the fundamental weakness of many organizations and their members. Organizational ability to unlearning allows organizations to adapt better and faster to new situations(Vătămănescu et al.,2020). Unlearning is an important step to strengthen learning and innovation for organizations and their members, but it is doubly important for managers. Because they influence organizational performance through the values, personalities, behaviors and strategic choices they make. Regarding the influence of managers in organizations, they must fundamentally change their skills along with the changes of the current era, which is referred to as the digital era. Managers have a central role in overcoming crises and effectively exploiting the opportunities facing organizations in the digital age.They identify opportunities and allocate resources, and evaluating the competitive landscape, creating a digital transformation roadmap and setting and developing digital transformation strategies will be the foundation and facilitator of the digital journey of organizations.In this regard, the specific needs of the organization's digital journey require abandoning outdated skills and new skills specific to managers.Therefore, the aim of the present study is to analyze the unlearning of managers in skill enhancement in the digital age.Literature ReviewUnlearning is the abandonment of a particular set of knowledge, values or behaviors stored in memory, which are no longer relevant or valuable.This process occurs when individuals and organizations become aware that they need to acquire new knowledge, values, or behaviors. Since organizations do not have mental activities and cannot learn on their own, it is the people within the organization who must carry out this process(Kmieciak,2020). Therefore, unlearning is a process that first occurs at the individual level and then spreads to the entire organization(Itacaramby Pardi metal,2023). Unlearning in the organization is the reorientation of organizational values, norms and behaviors by changing cognitive structures, mental models, dominant logic and central assumptions, which guide the behavior. It can improve skills, as it helps change old skills. Skill is the ability to effectively apply personal knowledge and experience and the continuous ability of a person to perform a task quickly and accurately. Management skills are of particular importance due to the key role of managers in ensuring the success and efficiency of an organization or team(Suryakant Chandekar,2023). Management skills are the tools through which managers put their favorite style, strategy and techniques into practice.Efficient managers have many skills, which allows them to effectively lead and direct their team towards achieving the set goals.MethodologyThe present study is a mixed-method study, and data was collected using semi-structured interviews with 15 managers of the Tax Affairs Organization who were selected using a purposive and snowball method. The interview questions were reviewed with a formal and content judgment approach based on the opinions of seven experts who had experience working or collaborating with the Tax Affairs Organization and were familiar with academic and organizational issues in the field of tax affairs, and were calculated to be 85 percent, which according to Chin (1998), is a very desirable value. Therefore, the validity of the instrument is supported (Moghadam, 2016). In order to examine the reliability of the interview protocol, the percentage of agreement method between the two coders was used. The reliability coefficient of the interview protocol in this study was 88 percent, which was approved by the researchers as a desirable reliability percentage. The collected data was then analyzed using thematic analysis. After conducting the qualitative stage and identifying the factors of unlearning in improving the skills of managers in the digital age, a research model was designed. Then, in the quantitative phase, the validity of the results of the qualitative section was evaluated using the Kendall correlation test. Therefore, a questionnaire was designed based on the results of the qualitative section and the Likert scale. In order to assess the validity of the questionnaire, the opinions of 7 experts were used, and after making the necessary corrections, its validity was confirmed. The reliability of the questionnaire was also examined based on Cronbach's alpha, and all questions obtained values above 0.7, confirming the reliability of the questionnaire. Next, a panel of experts in the qualitative field, who were selected through purposive sampling to conduct interviews, was formed and the designed questionnaire was provided to them. Then, the data obtained from collecting questionnaires were analyzed in three rounds using the Kendall correlation test. Discussion and ConclusionThe purpose of this study is to analyze managers' unlearning in skill enhancement in the digital era.For this purpose, a semi-structured interview was conducted with experts. And the data were analyzed using the theme analysis method,which obtained 60 basic themes,10organizing themes and3advanced themes.The results showed that according to Katz's(1955) classification, managers' skills include technical, human and perceptive skills, which are significant in response to digital transformation at the three levels of senior, middle and operational managers. Based on the results, all three types of management skills are necessary for managers at every level, but the depth and need of managers for some skills is more than other managers at other levels. The traditional skills of managers in environments that are changing rapidly, It can add complexity and be misleading. Path dependence mechanisms should be challenged by unlearning managers' skills, because they inhibit managers' innovative and creative abilities. Therefore, based on the data, basic measures are taken to unlearn the skills of managers with the aim of increasing their skills in the digital era, which is a response to the changes and instabilities of this era, can be categorized into three key actions:"Understanding digitalization","Digitalization platform"and"Leading change".Digital infrastructure refers to formal organizational structures, processes and resources, which are created to enable digital transformation. The data shows, managers provide a formal basis for digitalization by creating a digital mindset, acquiring digital literacy and re-engineering tasks and processes.Based on the data, critical thinking, cognitive flexibility and having a digital perspective are skills, which provides the possibility for managers to develop targeted actions and responses and prepare the organization for the challenges created by digital transformation.Knowledgeable and successful managers must overcome challenges by adopting strategic and general solutions.This requires progressive changes in management skills so that managers can facilitate the organization's digital journey.Based on the data, the leading changes include skills such as reflective thinking, social-emotional intelligence, and networking.
Research Paper
Management approaches in the field of smart
Faezeh Zamani; Ahmad Ebrahimi; Roya Soltani; Babak Farhang Moghaddam
Abstract
This research aims to investigate the effective factors in predicting lead time (LT) and create a predictive model of LT to improve sustainability and resilience for Kanban orders in the lean supply chain (LSC). The study follows the data mining (DM) method, and the dataset includes 103023 observations ...
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This research aims to investigate the effective factors in predicting lead time (LT) and create a predictive model of LT to improve sustainability and resilience for Kanban orders in the lean supply chain (LSC). The study follows the data mining (DM) method, and the dataset includes 103023 observations from the Kanban system, which were extracted in compliance with the requirements of the dataset quality indicators in the period 1402/6 to 1402/11. First, indicators affecting the LT of orders were extracted. Process mining was used to identify influential variables in high-variance processes to improve performance and accuracy. A stepwise analysis approach was used to select features for the model fitting stage. Also, tuning the parameters of non-parametric approaches was used. The predictive model uses Multiple Linear Regression, Multiple with curvature, Lasso, Elastic Net, Boosted Decision Tree, Bootstrap Random Forest, K-Nearest Neighbor, and Boosted Multi-Layer Perceptron. The performance of the fitted regression models has been confirmed using R^2, RASE, and validation of the results and model. The results showed that the logistical features are effective in LT, and the Boosted Multi-Layer Perceptron is the best for predicting orders' LT with an accuracy of 96% and an error of 5.84. Using the model's predictive capability for new data in the Kanban system, the results obtained within four months have been used. The improvements from using DM capabilities in the Kanban system all express the significant impact of combining lean and machine learning (ML) tools to empower and resilient Lean Supply Chain Management (LSCM).
Research Paper
Data, information and knowledge management in the field of smart business
bahman khodapanah; Seyyed Ali Hosseini; Mojtaba Babaeihezejan
Abstract
خاستگاه تغییرات فناورانه مدرن، زمینه را برای درک تحولات فناورانه، بررسی تاثیر فناوریهای دیجیتال جدید، و بررسی پدیده اختلال دیجیتال در صنایع و مشاغل فراهم میکند. ...
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خاستگاه تغییرات فناورانه مدرن، زمینه را برای درک تحولات فناورانه، بررسی تاثیر فناوریهای دیجیتال جدید، و بررسی پدیده اختلال دیجیتال در صنایع و مشاغل فراهم میکند. آنچه قابل توجه است نقش دادهها در تحولات فناورانه و در نتیجه تخریب خلاقی است که تحول دیجیتال و مدلها و استراتژیهای کسبوکار جدید، نوآوری و قابلیتها در سطوح جهانی، ملی، شرکتی و محلی را در منجر میشود. هدف اصلی پژوهش حاضر طراحی چارچوبی برای توسعه تخریب خلاق داده محور است. روش تحقیق، بهصورت کیفی با رویکرد دادهبنیاد و نظریه اشتراوس و کوربین و رهیافت نظام مند انجام گرفت؛ جامعه آماری تحقیق شامل کسانی که دانش نظری در رابطه با تئوری های کارآفرینی به ویژه تخریب خلاق و کسانی که تجربه کافی در حوزه کسب و کارهای داده محور داشته باشند. برای تحلیل دادههای کیفی، مراحل کدگذاری باز، محوری و انتخابی را طی کرده و در نهایت الگوی پارادایمی گراندد تئوری در بر دارنده 5 بعد اصلی و 21 بعد فرعی شامل عوامل علی(فناوری، شخصییتی و رفتاری، چارچوب نهادی) عوامل زمینه ساز(دادههای رفتاری،دادههای متنی، دادههای روانشناختی، اطلاعات دموگرافیک، دادههای جغرافیایی، میل به تخریب)، عوامل مداخله گر(فناوری سازمانی، درجهای که ارزش جدید خلق میشود، اثربخشی و مدیریت هزینه)، راهبردها(راهبرد توسعه خلاقیت، راهبرد مبتنی بر ساختار، راهبرد بازتعریف مدل کسب و کار، راهبرد حس کردن و شکل دادن، راهبرد شناسایی و توقیف، راهبرد تغییر شکل و پیکربندی مجدد) و پیامدها( فناورانه، اجتماعی- اقتصادی) شکل گرفت.
Research Paper
Management approaches in the field of smart
seyed Mohsen Safavi koohsareh; seyed amin hosseini sano; Amirhossein Mohajerzadeh
Abstract
The primary objective of mobile network operators is arguably to maximize their efficiency. Beyond operational and investment costs, maximizing the utilization of available resources can help them achieve this goal. To this end, operators offer discounted data plans during off-peak hours to encourage ...
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The primary objective of mobile network operators is arguably to maximize their efficiency. Beyond operational and investment costs, maximizing the utilization of available resources can help them achieve this goal. To this end, operators offer discounted data plans during off-peak hours to encourage users to utilize the network during these times. These packages are typically based on the average traffic load across the entire network at different times of the day. However, they often overlook the fact that traffic patterns can vary significantly across different population areas within a city at various times. In this paper, different population areas are automatically identified using clustering based on traffic patterns. By identifying these areas and considering the traffic patterns specific to each area, the allocation of appropriate internet packages for users, based on the regions they frequent, is analyzed and discussed. Additionally, other potential applications of this clustering method for offering various services are presented, followed by a conclusion
Research Paper
Data, information and knowledge management in the field of smart business
Maral Shadpour; Kambiz Shahroodi; , Narges Delafrooz
Abstract
In terms of the purpose of this study, it is an applied-developmental study that seeks to provide a model for reducing customer churn using artificial intelligence-based insurance industry. From the point of view of the data collection method, . To achieve the goal, a mixed exploratory research design ...
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In terms of the purpose of this study, it is an applied-developmental study that seeks to provide a model for reducing customer churn using artificial intelligence-based insurance industry. From the point of view of the data collection method, . To achieve the goal, a mixed exploratory research design (qualitative-quantitative) was used. In the qualitative part, the theme analysis method was used, and in the quantitative part, the partial least square method was used. The community of participants of the qualitative part included the managers of Iran Insurance Company, 17 of whom were selected by purposive sampling method. In the quantitative part, the statistical population consisting of managers and experts of Iranian insurance and managers of Iranian insurance agencies in Gilan province, with the method of effect size and power analysis, 130 people were selected by cluster-random sampling method. The data collection tool in the qualitative part was semi-structured interview and in the quantitative part, researcher-made questionnaire. Research findings showed that technical factors of artificial intelligence, managerial factors of artificial intelligence and relationship marketing affect the management of relationship with customers. Customer relationship management improves customer experience by influencing service personalization and customer orientation. This factor by influencing customer loyalty, customer satisfaction and customer participation leads to the reduction of customer churn. Therefore, it was found that artificial intelligence is an infrastructure structure that, from a technical and managerial point of view, can help to improve customer relationship management in Iranian insurance agencies and reduce customer turnover and loss.
Research Paper
Management approaches in the field of smart
Mohammad Taghi Taghavifard; Payam Hanafizadeh; Saeedeh Mehri; Iman Raeesi Vanani
Abstract
AbstractBusiness model change in startups is essential for adapting to evolving market demands and increasing competitiveness, playing a critical role in their success. However, most research related to business model change has mainly focused on established firms. To address this research gap, the present ...
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AbstractBusiness model change in startups is essential for adapting to evolving market demands and increasing competitiveness, playing a critical role in their success. However, most research related to business model change has mainly focused on established firms. To address this research gap, the present study provides a framework that contributes to understanding the role of design themes in startup business model changes. In this study, a systematic literature review was used to analyze theoretical foundations and prior researches. After defining the research question, designing a search strategy, and applying screening criteria, 95 articles published between 2000 and 2024 were reviewed. In the first stage, a conceptual model was developed to analyze the dimensions of business model change by reviewing theoretical foundations and prior researches. This model was then refined through inductive-deductive thematic analysis, using evidence from empirical articles and case studies. The identified themes—novelty, efficiency, lock-in, complementarity, and adaptability—were examined across four main dimensions of business model change: content, structure, governance, and stream. The findings showed these themes interact synergistically and contribute to competitive advantage and business sustainability. The research results suggest that these five overarching themes provide a suitable framework for understanding and managing business model change in startups.IntroductionIn recent years, the topic of entrepreneurship and startups has attracted significant attention and has emerged as a key driver of economic growth. The business model of startups plays a fundamental role in this process, serving as a mechanism for exploiting entrepreneurial opportunities and creating value (Amit & Zott, 2001; George & Bock, 2011; Guo et al., 2020). However, one of the key characteristics of the startup and entrepreneurial environment is high uncertainty, which static business models are unable to effectively adress (Demil & Lecocq, 2010). Accordingly, the main objective of this research is to develop a framework for changing the business models of digital startups and to offer practical insights for entrepreneurs. To explore the dynamics of startup business model change, this study addresses the following key research question:Research QuestionHow do startup business models evolve, and which business model themes drive this change?To answer this question, a conceptual framework was developed based on the business model structure proposed by Amit and Zott (2001) and the business model innovation framework proposed by Spieth and Schneider (2016). Literature ReviewThe existing literature on business model change follows two major approaches: the evolutionary approach and the theme-based approach (Guo et al., 2020).2.1. Evolutionary Approach to Business ModelsFrom an evolutionary approach, the business model of the startup changes and evolves in a dynamic manner through flexibility (Bock et al., 2012), experimentation (Andries et al., 2013), and trial-and-error learning (Chesbrough, 2010; Sosna et al., 2010). This approach draws upon methodologies such as the Lean Startup (Ries, 2011) and Customer Development (Blank, 2013), which suggest that business models evolve through iterative testing and customer feedback. Studies based on this approach show that incremental and continuous changes in business models require careful attention to the firm's internal resources and competencies, as explained by the resource-based view (RBV) and dynamic capabilities theory (Schneider & Spieth, 2013).2.2. Theme-Based Approach to Business ModelsThe theme-based approach focuses on using specific themes to structure business models and value creation. The four conventional themes are novelty, efficiency, lock-in, and complementarity (Amit & Zott, 2001, 2012; Kulins et al., 2016; Pati et al., 2018):Novelty: Refers to innovation in products or services or underlying resources and capabilities.Efficiency: Focuses on cost optimization and resource utilization.Lock-in: Helps strengthen long-term relationships with customers and partners.Complementarity: Enhances synergies among different value propositions.Recent studies (Zott & Amit, 2007; Ojala, 2016; Costa & Haftor, 2021) have demonstrated the effectiveness of this approach in fostering strategic entrepreneurship, allowing startups to integrate external opportunities with internal capabilities for sustained growth.2.3. Research Gap and Initial Conceptual ModelBusiness model change research has primarily focused on established firms (Achtenhagen et al., 2013; Bohnsack et al., 2014), while business model change in startups - a broadly defined type of organization with limited resources, high uncertainty, flexibility, and differences in value creation sources - has been less examined in the academic literature (Kesting & Günzel-Jensen, 2015; Guckenbiehl & Corral de Zubielqui, 2022). Amit and Zott (2001) recommend more research on the dynamics of business model themes, a gap reiterated by Randhawa et al. (2020). In this study, based on the business model structure by Amit and Zott (2001) and the stream dimension of Spieth and Schneider (2016), we analyze startup business model change themes across four dimensions: content, structure, governance, and stream. MethodologyThis study adopts an inductive–deductive approach and conducts a systematic literature review on startup business model change. The review process adhered to Tranfield et al.'s (2003) framework: planning the review; conducting the review; analyzing the findings. The articles included in the literature review were from articles published between 2000–2024 and they were retrieved from the Scopus and Web of Science databases. Initial output of 197 articles were ultimately reduced to 95 articles for in-depth review after duplicates and irrelevant articles were removed. To identify core concepts and themes related to business model change, the data were coded and analyzed using ATLAS.ti software.ResultsThematic analysis using the theme network tool led to the identification of five primary themes: novelty, efficiency, lock-in, complementarity, and adaptability. Each of these themes represents business model change in four dimensions: content, structure, governance, and stream (see Table 1) Table 1Final Framework of Startup Business Model Change Based on Business Model Design ThemesDimensions NoveltyEfficiencyLock-InComplementarityAdaptabilityContent Products, services, information, or value propositionsüüüüüResources and assetsüü üüCapabilities and competenciesü üüStructure Customer segments and their relationsü üParticipants and their relationsü üüCommunication mechanismsüüüüüGovernance Controllersü ü Formal and legal structure üIncentivesü ü Stream Revenue streamsü üüCost structuresüü üInvestment structuresü ü DiscussionThe framework proposed in this study introduces an additional dimension—stream—which extends the three-dimensional concep outlined by Amit and Zott (2001): content, structure, and governance. Furthermore, the inclusion of adaptability, which is not present in Amit and Zott’s model, is a significant innovation. Supported by Sharma et al.'s (2016) model, this framework integrates adaptability into a unified business model design, addressing dynamic environments and emerging market challenges beyond operational management. ConclusionThis study offers two important contributions to the literature by providing a new conceptual framework for startup business model change (Table 1). First, in addition to the four conventional business model themes (novelty, efficiency, lock-in, complementarity), the adaptability theme is introduced to demonstrate the importance of adaptability in changing and evolving business models. Second, this study provides new insights into how business models change by adding the stream alongside the content, structure, and governance dimensions. Keywords: Startup, Business model change, Business model design themes
