This study addresses the heterogeneity of family firms in their engagement with corporate social responsibility (CSR). We build on stewardship theory and socioemotional wealth to explore the foundations of CSR in family firms and to examine whether the extent of engagement is based on values, and how and why this happens. We use the interpretative method of grounded theory to address these questions. Based on 12 case studies of Spanish family firms, this article illustrates the patterns of influence of family involvement and values in explaining the extent and scope of CSR.

Purpose: The purpose of this paper is twofold: to connect strategic agility and business model (BM) innovation, and to explore how capabilities underlying strategic agility fit the SME context. Design/methodology/approach: Qualitative in approach, the paper develops a longitudinal, in-depth, single case study focussing on how BM renewal occurs in the dynamic and increasingly important sector of temporary work agencies. Findings: The findings suggest a partial fit of the existing strategic agility framework for SMEs. Two of the proposed meta-capabilities (leadership unity and resource fluidity) seem inherent to SMEs because they apply easily to this context, although they need to be downscaled. One meta-capability (strategic sensitivity) is less natural and therefore more critical for an SME. An additional meta-capability (resourcefulness) arises as very important for SMEs to be able to overcome some of their size-caused limitations. Research limitations/implications: The contribution is limited by using a single case study from a specific sector and should be considered as exploratory and theory-grounding research in the field of SMEs’ strategic agility and BM renewal. Originality/value: The originality of this paper is that it looks at the SME context in an industry with intensive change and dynamism, which is ideal for illustrating the objective. The authors contribute a model of strategic agility for SMEs.

The higher education sector is in the eye of the hurricane of the digital revolution, immersed as it is in an ongoing digital transformation (DT) process that is expected to result in significant changes in the current business model. Despite the relevance of this transformation, little remains known about how the business model is innovated (BMI), due to the impact of digital transformation in the context of higher education institutions (HEI). This research explores the impact of DT on the HEI business model, through analyzing the case of a traditional university, conceived non-digitally. The results present the HEI understanding of DT, the main tensions arising from the DT process for each of the business model dimensions, and the anticipated solutions for solving these tensions. Additionally, the results uncover the existence of an emergent (non-formalized) envisioned business model, which is a visualization of how the current business model is expected to be innovated, due to the impact of DT. The main originality of this paper is in addressing a research gap at the intersection of DT and BMI in the HEI context.