Technological innovations, from ubiquitous computing, augmented reality, telecommunication to intelligent appliances and robotics, bring new possibilities to the Smart Home domain, which has led to an increase in the number of academic publications in this domain. To date, no comprehensive overview and clustering of the core concepts used in these publications have been produced. Based on an extensive review of existing literature on the Smart Home, this paper visualizes the state of the art in the Smart Home research in a systematic way and outlines future research challenges. To do so, a business model framework is applied that helps researchers place their work within a broader context and identify gaps in the existing body of knowledge in this area. In order to move from the exploration towards the exploitation of Smart Home concepts, it is essential to contribute to a coherent body of knowledge that not only is technology driven, as it is the case now, but also pay attention to the non-technological aspects, i.e. social-organizational, economical, organizational, law/legislation and entrepreneurial topics, from both a strategic and an operational perspective.

Purpose: The creation of a service is enabled by a “strategic‐level” business model (BM), while the implementation or execution of the service is described by “operational‐level” business processes (BPs). In many innovation projects, especially trans‐sector projects, a lack of alignment between the strategic “what to do” and the operational “how to do it” is often a severe obstacle undermining BM viability and feasibility. The purpose of this paper is to propose a framework that identifies the generic horizontal and vertical inter‐organizational and intra‐organizational interaction components to bridge BM with underlying BPs, with the aim of improving the alignment between the two levels.Design/methodology/approach: This conceptual paper identifies a theoretical gap between strategic BM and operational BPs. Building on existing literature the authors synthesize various theoretical concepts to create a generic framework to analyze the theoretical gap.Findings: The proposed conceptual framework is useful in innovation projects, especially in complex scaled‐up trans‐sector innovation projects, where numerous BPs stemming from multiple actors from diverse industries should support a collective BM. This framework can be used as an analytical basis for further research into BM/BP alignment.Practical implications: There are many BM theories and concepts, and BP ontologies available. The proposed alignment framework can be used to bridge the gap between the BM theories and concepts such as BMO Canvas and BP tools and ontology's (e.g. ARIS, ArchiMate or BPMN).Originality/value: Through a novel integration of a number of relevant theoretical concepts, a generic conceptual BM/BPs alignment framework is proposed and the practical implications and applications of the proposed framework are presented.

The importance of Environment, Social, and Governance (ESG) considerations for businesses has evolved from compliance to a strategic imperative. This shift is driven by increased investor scrutiny, reputation and brand value impact, talent attraction, innovation stimulation, community relations, and global regulatory requirements. At the same time, the ESG regulations and policies, related technological landscape, and market trends are continuously changing. It is, therefore no longer tenable for firms to stick to a minimalistic approach of ESG regulatory box-ticking ‘compliance’; instead, it is becoming increasingly critical to develop ESG ‘capabilities’ that help firms to seamlessly and proactively adapt themselves to the changing environment and even turning it into new (strategic) opportunities rather than reluctantly reacting to change, being operationally and organizationally overwhelmed, and disrupted, often with inadequate response and poor adoption as result. Many studies show that data and technology can be powerful enablers of such capability. The evidence is, however, unstructured and dispersed. In response, this study consolidates existing research and presents a comprehensive conceptual framework, bridging the fragmented landscape of ESG data and the technology literature. It offers practical guidance for firms, helping them lay holistic data and technology foundations for ESG and advance toward higher maturity levels in their ESG capability.

Purpose: Increasingly, a firm’s innovation capability has become one of the key frontiers of competitive advantage. The Lean philosophy has a well-proven reputation for its focus on process efficiency and effectiveness, and therefore, is often applied in various areas of innovation. Such wide and ever-increasing applicability also has resulted in an incoherent corpus of literature on Lean innovation. The purpose of this paper is to conceptualize an integrative view on Lean innovation management.Design/methodology/approach: Based on a systematic literature review, the key Lean principles and practices useful in the context of innovation management are identified and synthesized into an all-inclusive framework. By means of three illustrative cases (i.e. public hospital, electronics company and avionics manufacturer), this paper elaborates on how the proposed framework can be applied.Findings: A total of 88 publications are analyzed, leading to 34 Lean principles and practices relevant to innovation management, which are further integrated into a comprehensive model, dubbed the “Leanovation” framework.Originality/value: This study is the first attempt to advance the understanding of various interrelated and interdependent components of Lean innovation management in a holistic way.