<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Gregory Sandstrom</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Editorial: Insights (October 2020)</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">Advanced Analytics</style></keyword><keyword><style  face="normal" font="default" size="100%">AI maturity. Data science</style></keyword><keyword><style  face="normal" font="default" size="100%">AI value chain</style></keyword><keyword><style  face="normal" font="default" size="100%">AI-driven platform innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">Artificial Intelligence (AI)</style></keyword><keyword><style  face="normal" font="default" size="100%">big data</style></keyword><keyword><style  face="normal" font="default" size="100%">business decision-making</style></keyword><keyword><style  face="normal" font="default" size="100%">business model components</style></keyword><keyword><style  face="normal" font="default" size="100%">business models</style></keyword><keyword><style  face="normal" font="default" size="100%">content analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">data-dominant logic</style></keyword><keyword><style  face="normal" font="default" size="100%">dominant logic</style></keyword><keyword><style  face="normal" font="default" size="100%">empirical study</style></keyword><keyword><style  face="normal" font="default" size="100%">enterprise platform</style></keyword><keyword><style  face="normal" font="default" size="100%">industries</style></keyword><keyword><style  face="normal" font="default" size="100%">online communication</style></keyword><keyword><style  face="normal" font="default" size="100%">online data collection</style></keyword><keyword><style  face="normal" font="default" size="100%">organizational and managerial requirements</style></keyword><keyword><style  face="normal" font="default" size="100%">principal component analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">R&amp;D</style></keyword><keyword><style  face="normal" font="default" size="100%">research and development</style></keyword><keyword><style  face="normal" font="default" size="100%">secondary data. Sustainability</style></keyword><keyword><style  face="normal" font="default" size="100%">SMEs. Disruptive innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">sustainable innovation</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1396</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">3-3</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><issue><style face="normal" font="default" size="100%">10</style></issue><custom1><style face="normal" font="default" size="100%">Technology Innovation Management Review
Gregory Sandstrom is Managing Editor of the TIM Review. He is a former Associate Professor of Mass Media and Communications at the European Humanities University (2012-2017), and Affiliated Associate Professor at the Social Innovations Laboratory, Mykolas Romeris University (2016-2017) in Vilnius, Lithuania. He completed a PhD from the Faculty of Sociology at St. Petersburg State University and the Sociological Institute of the Russian Academy of Sciences, sector on Sociology of Science (2010). He was a Postdoctoral Research Fellow at the Lithuanian Science Council (2013-2015), for which he conducted research visits to the Copernican Centre for Interdisciplinary Studies (Krakow), the University of Edinburgh's Extended Knowledge Project, Cambridge University's History and Philosophy of Science Department, and Virginia State University's Science and Technology Studies program, as well as previously at the Autonomous National University of Mexico's Institute for Applied Mathematics and Systems (2010-2011). He was affiliated with the Bard College Institute for Writing and Thinking, leading student and faculty language and communications workshops, most recently (2013, 2014, 2017) in Yangon, Myanmar. His current research interests are distributed ledger technology (blockchain) systems and digital extension services.</style></custom1><section><style face="normal" font="default" size="100%">3</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Alina Marie Herting</style></author><author><style face="normal" font="default" size="100%">Alexander Lennart Schmidt</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">A Systematic Analysis of how Practitioners Articulate Business Models across Disruptive Industries</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business model components</style></keyword><keyword><style  face="normal" font="default" size="100%">business models</style></keyword><keyword><style  face="normal" font="default" size="100%">content analysis</style></keyword><keyword><style  face="normal" font="default" size="100%">disruptive innovation</style></keyword><keyword><style  face="normal" font="default" size="100%">industries</style></keyword><keyword><style  face="normal" font="default" size="100%">secondary data</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2020</style></year><pub-dates><date><style  face="normal" font="default" size="100%">10/2020</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">timreview.ca/article/1394</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">10</style></volume><pages><style face="normal" font="default" size="100%">29-42</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Ongoing debates surround the role of business models in understanding the dynamics related to disruptive innovation. Too little is still known about how practitioners highlight different characteristics of business models across industries confronted with disruptive dynamics. This shortcoming in current debates hampers a better understanding of the context-dependent phenomenon of &quot;disruption&quot;, ultimately limiting the development of adequate business strategies for incumbents and entrepreneurs alike. Consequently, we generated a systematic database of communicated business models from 1,095 relevant press releases and company reports published between 1995 and 2019. The business models from the retrieved articles were assigned to their corresponding industry using the Global Industry Categorization Standard (GICS) to allow for diverse categorization. Subsequently, we performed a deductive coding procedure, building on accepted business model component classifications. Our study contributes insights about relevant business model components, drawing on practitioner experiences in the face of disruptive dynamics.</style></abstract><issue><style face="normal" font="default" size="100%">10</style></issue><custom1><style face="normal" font="default" size="100%">University of Münster 
Alina Marie Herting is a master student of Business Administration at the University of Münster (WWU Münster) with a study focus in Marketing and Management and a research associate at the Science-to-Business Marketing Research Centre (S2BMRC) at the Münster University of Applied Science with a focus on disruptive innovation and business model innovation.
</style></custom1><custom2><style face="normal" font="default" size="100%">Science-to-Business Marketing Research Centre 
Alexander Lennart Schmidt is a research associate at the Science-to-Business Marketing Research Centre (S2BMRC), a lecturer for Marketing and Innovation management at the Münster School of Business at Münster University of Applied Sciences, and a PhD candidate in a cooperative PhD program at the Vrije Universiteit (VU) Amsterdam and Münster University of Applied Sciences. He is doing his PhD on the topic of innovation management while focusing on disruptive innovation and business model innovation.</style></custom2><section><style face="normal" font="default" size="100%">29</style></section></record></records></xml>