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.

The recycling target for plastics is expected to increase Europe-wide from 22.5% to 55% by 2025, hence the relevance of incentive schemes and the need to reach conclusions about how to encourage families to recycle more. Following this objective, a pilot project was implemented and a virtual reward token called RECICLOS created to encourage recycling among families, using incentives and awards to improve recycling behaviour and a webapp prototype to register the recycled plastic. By the end of the 6-week pilot project, 1053 families were registered on the scheme, representing 10% of the targeted population in the pilot area of the county of Pla de l’Estany, Catalonia, Spain. The novelties were the introduction of a token, the gamification of incentives through raffles and lotteries, webapp-based direct communication with citizens, and feedback after collecting and registering the recycled material. The multidimensional aspects of recycling activities, their strong relation with human behavioural patterns, and the high demand for communication and interaction mean that mobile technologies find significant application in this field. The results show that people can be influenced and their recycling habits changed by means of varied, effective, and innovative incentive schemes.