1.Afuah, A. (2014). Business Model Innovation: Concepts, Analysis, and Cases. New York: Routledge.
2.Ahlgren Ode, K., & Lagerstedt Wadin, J. (2019). Business model translation-The case of spreading a business model for solar energy. Renewable Energy, 133, 23–31.
3.Ahokanagas, P. & Myllykoski, J. (2014). The Practice of Creating and Transforming a Business Model. Journal of Business Models, 2(1), 6–18
4.Aspara, J., Lamberg. J.-A., Laukia. A., & Tikkanen. H. (2011). Corporate Business Model Transformation and Inter-Organizational Cognition: The Case of Nokia. Long Range Planning, 46(6), 459-474
5.Baden-Fuller, C. & Mangematin, V. (2013) Business models: a challenging agenda. Strategic Organization, 11, 418–427
6.Balboni, B., Bortoluzzi, G. (2015). Business Model Adaptation and the Success of New Ventures. Journal of Entrepreneurship Management and Innovation (JEMI), 11(1), 119-140
7.Bowyer, D. & Chapman, R. L. (2014). Does privatisation drive innovation? Business model innovation through stakeholder viewpoints: the case of Sydney Airport 10 year’s postprivatisation. Journal of Management & Organization, 20, 365-386
8.Buckley, P.J. & Horn, S.A. (2009). Japanese multinational enterprises in China: successful adaptation of marketing strategies. Long Range Planning, 42(4), 495–517.
9.Casadesus-Masanell, R. & Ricart, J. E. (2009). Competing through Business Models (A): Business Model Essentials. Unpublished: Module note – aid to students in the course, Competing through business models. Boston: Harvard Business School Publishing.
10.Chesbrough H, (2010), Business model Innovation: opportunities and barriers. Long Range Planning, 43, 354–363
11.Christensen, C.M., Bartman, T., V. & Bever, D. (2016). The hard truth about business model innovation. MIT Sloan Management Review, 58, 31- 40.
12.Clauss, T. (2017). Measuring business model innovation: conceptualization, scale development, and proof of performance. R&D Management, 47(3), 385-403
13.Cortimiglia, M.N., Ghezzi, A. & Frank, A.G. (2016). Business model innovation and strategy making nexus: evidence from a cross-industry mixed-methods study. R&D Management, 46, 414-432.
14.Cozzolino, A., Verona, G., & Rothaermel, F. T. (2018). Unpacking the Disruption Process: New Technology, Business Models, and Incumbent Adaptation. Journal of Management Studies, 55(7), 1166-1202.
15.Creswell, W. J., Creswell, J. D. (2018). Research Design: Qualitative, Quantitative, and Mixed Methods Approaches. 5th Edition. Kindle Edition.
16.Dahan, N. M., Doh, J. P., Oetzel, J., Yaziji, M. (2010). Corporate-NGO Collaboration: Co-creating New Business Models for Developing Markets. Long range planning, 43(2), 326-343 1Demil, B. & Lencocg, X. (2010). Business model evolution: in search of dynamic consistency. Long Range Planning, 43, 227–246.
17.Dopfer, M., Fallahi, S., Kirchberger, M., Gassmann, O. (2017). Adapt and strive: How ventures under resource constraints create value through business model adaptations. Creativity and Innovation Management, 26(3), 233-246
18.Eyring, M.J., Johnson, M.W. & Nair, H. (2011). New business models in emerging markets. Harvard Business Review, 89, 89-95.
19.Ghezzi, A. & Cortimiglia, M. N & Alejandro Germán. F, (2015), Strategy and business model design in dynamic telecommunications industries: A study on Italian mobile network operators. Technological Forecasting and Social Change. Elsevier, 90(PA), 346-354.
20.Goldkuhl, G., & Cronholm, S. (2010). Adding theoretical grounding to Grounded Theory: Toward Multi-Grounded Theory. International Journal of Qualitative Methods, (9)2, 187-205.
21.Gsodam, P., Rauter, R. & J. Baumgartner R. (2016). The renewable energy debate: How Austrian electric utilities are changing their business models. Energy, Sustainability and Society, 5(1), 724.
22.Gupta, G., & Bose, I. (2018). Strategic learning for digital market pioneering: Examiningthe transformation of Wishberry's crowdfunding model. Technological Forecasting and Social Change.
23.Hartmann, P.M., Hartmann, P.M., Zaki, M., Zaki, M., Feldmann, N. & Neely, A. (2016). Capturing value from big data – a taxonomy of data-driven business models used by startup firms. International Journal of Operations and Production Management, 36(10), 1382-1406.
24.Heikkila, M. & Heikkil, J. (2013). Collaborative Business Model Innovation Process for Networked Services, Co-created Effective, Agile, and Trusted eServices. Springer.
25.Jansen, J. J. P., Van Den Bosch, F. A. J., & Volberda, H. W. (2006). Exploratory innovation, exploitative innovation, and performance: Effects of organizational antecedents and environmental moderators. Management science, 52(11), 1661-1674.
26.Johnson, M. (2010). Seizing the white space. Boston: Harvard Business School Publishing.
27.Kamprath. Martin, Van den Broek. Antonius, Eppinger. Elisabeth, Halecker. Bastian, (2014), “How to Paint the Canvas?” - The Business Model Environment Template”, Proceedings of ISPIM Conferences, Issue 25, p1
28.Khanagha, S., Volberda, H., & Oshri I. (2015). Business model renewal and ambidexterity: structural alteration and strategy formation process during transition to a Cloud business model. R&D Management 44(3), 322–340
29.Kiel, D., Arnold, C., & Voigt, K. (2017). The influence of the industrial Internet of Things on business models ofestablished manufacturing companies—A business level perspective. Technovation, 68, 4–19.
30.Kiron, D., Kruschwitz, N., Haanaes, K., Reeves, M. & Goh, E. (2013). The innovation bottom line. MIT Sloan Management Review, 54, 1-20.
31.Kurti, E., & Haftor, D. M. (2014). The Role of Path Dependence in the Business Model Adaptation: From Traditional to Digital Business. MCIS 2014 Proceedings. Paper 28.
32.Landau, C., Karna, A. & Sailer, M. (2016), Business model adaptation for emerging markets: a case study of a German automobile manufacturer in India, R&D Management, 46(3), pp 480-503
33.Laudien, S. M., Daxböck, B. (2016). Path dependence as a barrier to business model change in manufacturing firms: insights from a multiple-case study. J Bus Econ, 86, 611–645
34.Laudien, S.M., & Pesch, R. (2019). Understanding the influence of digitalization on service firm business model design: a qualitative-empirical analysis. Rev Manag Sci, 13, 575–587
35.Loebbecke, C., & Picot, A. (2015). Reflections on societal and business model transfor-mation arising from digitization and big data analytics: A research agenda. Journal of Strategic Information Systems, 24(3), 149–157
36.Mason, K. & Spring, M. (2011). The sites and practices of business models. Industrial Marketing Management, 40(6), 1032-1041
37.Morris, M.H., Shirokova, G. & Shatalov, A. (2013). The business model and firm performance: the case of Russian food service ventures. Journal of Small Business Management, 51(1), 46-65.
38.Nussholz, J. L.K. (2018). A circular business model mapping tool for creating value from prolonged product lifetime and closed material loops. Journal of Cleaner Production of Business venturing, 15(2), 135-173
39.Osterwalder, A., & Pignuer, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers. John Wiley & Sons.
40.Petticrew, M., & Roberts, H. (2008). Systematic reviews in the social sciences: A practical guide. John Wiley & Sons.
41.Saebi, T., Lien, L., & J. Foss, N. (2016). What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation, Long Range Planning. Long Range Planning, 50(5), 567-581
42.Saebi, T. (2014). Business Model Evolution, Adaptation or Innovation? A Contingency Framework on Business Model Dynamics, Environmental Change and Dynamic Capabilities. Oxford University Press.
43.Santos. V, Leticia. M & Alvarez-Gonzalez. L. I, (2007), “Innovativeness and organizational innovation in total quality oriented firms: The moderating role of market turbulence”, Technovation, Vol 27, pp 514–532.
44.Savic, N., Ograjensek, R., & Rejc Buhovac, A. (2016). The Drivers of Success in Business Model Transformation. Economic and Business Review, 1(1), 103–124
45.Sawhney, M., Wolcott, R.C., & Arroniz, I. (2011). The 12 different ways for companies to innovate. MIT Sloan Management Review, 47(3), 28–34
46.Schallmo, D. R. A. & Brecht, L., (2010). Business Model Innovation in Business-to Business Markets – Procedure and Examples. The Proceedings of the 3rd ISPIM Innovation Symposium held in Quebec City, Canada - 12- 15 December 2010.
47.Shafer, S.M., Smith, H.J., & Linder, J.C. (2005). The power of business models. Business Horizons, 48, 199–207
48.Sosna, M., Trevinyo-Rodríguez, R., & Velamuri, S.R., (2010). Business model innovation through trial-and-error learning: The Naturhouse case. Long Range Planning, 43(2/3), 383–407.
49.Spivack, M. (2016). What to Know About Doing Business in Iran. Harvard Business Review, May 05.
50.Strauss, A., & Corbin, J., (2011). Basic of Qualitative Research Grounded Theory: Procedures & Techniques. Translated by Buik Mohammadi, Institude for Humanities and Cultural Studies.
51.Teece, D. J. (2010) Business Models, Business Strategy and Innovation. Long Range Planning, 43(2-3), 172-194.
52.Teece, David J. (2018), Business models and dynamic capabilities. Long Range Planning, 51(1), 40-49.
53.Voelpel, S.C., Leibold, M., & Tekie, E.B. (2004). The wheel of business model reinvention: how to reshape your business model to leapfrog competitors. Journal of Change Management, 4(3), 259–276.
54.Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business models: Origin, development and future research perspectives. Long Range Planning, 49, 36–54.
55.Yunus, M., Moingeon, B. & Lehmann-Ortega, L. (2010). Building social business models: lessons from the grameen experience. Long Range Planning, 43(2/3), 308-325.
56.Zahra, S. A., & Bogner, W. C. (2000). Technology strategy and software new ventures' performance: Exploring the moderating effect of the competitive environment. Journal of Business Venturing, 15(2), 135-173.
57.Zott, C. & Amit, R. (2010). Business Model Design: An Activity System Perspective. Long Range Planning, 43(2-3), 216-226.
)