In times of unprecedented change related to the ongoing digital transformation of business and society at large, a pressing contemporary management challenge is recognizing and translating these changes into digital business model innovation (DBMI). Academia potentially has much to offer in aiding this managerial challenge, yet research in the field remains vague with regard to what DBMI is. We detect conceptual ambiguity among scholars as a bottleneck that prevents advancements in the field of DBMI research. In this article, we aim to trace the foundation of key attributes of the DBMI concept and propose a novel definition. Our insights are based on a targeted, state-of-the-art literature review of 57 publications. We conclude with an exploration of avenues for future research, which we closely link to the broader fields of strategic management, information systems, and organization studies, thereby exposing the issue of DBMI to a wider audience. Overall, we aim to make a significant step toward construct clarity in DBMI research.

Purpose: – The purpose of this paper is to investigate the meditating role of psychological ownership which includes both organisation-based psychological ownership (OPO) and knowledge-based psychological ownership (KPO) on the relationship between affective commitment and knowledge sharing.Design/methodology/approach: – This paper is an empirical study based on structural equation modelling, with a sample of 293 employees from 31 high-technology firms in China.Findings: – The result indicated that affective commitment had a significant positive effect on OPO but no effect on KPO; OPO was positively related to both common and key knowledge sharing, while KPO exerted a negative impact on both; common knowledge sharing was positively related to key knowledge sharing; the relationship between affective commitment and key knowledge sharing was multi-mediated by OPO and common knowledge sharing.Originality/value: – OPO and KPO play an essential role in transferring the effect of employees’ affective commitment to common knowledge sharing and key knowledge sharing, which unravels the blackbox of how effective commitment affects knowledge sharing.

Business model innovation can be a key driver to realizing the transformation needed to achieve the United Nations Sustainable Development Goals (SDGs). At the same time, the SDGs can support organizations as they identify and tackle opportunities for business model innovation. This study uses a constructive research method to build a managerial approach that supports business model innovation for the SDGs. The approach helps organizations assess their contribution to the SDGs, explore and prioritize SDG‐oriented business opportunities and risks, and formulate business model innovation strategies accordingly. The proposed approach was developed through participatory action research conducted in collaboration with two companies operating in the medical and educational sectors and then applied to Ørsted, a multinational power company, which is strongly committed to a sustainability‐driven business transformation and aspires to contribute strongly to SDG 7 (Affordable and clean energy) and SDG 13 (Climate action). The study furthers the academic and practical debate on business model innovation for sustainability by providing new academic and practical knowledge on how organizations can use the SDGs to stimulate business model innovations.