Owner-managers failure experience and business model innovations in B2B firms: The roles of coopetition, managerial persistence, and financial resource slack

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dc.contributor.authorNyuur R.B.
dc.contributor.authorDonbesuur F.
dc.contributor.authorOwusu-Yirenkyi D.
dc.contributor.authorAmpong G.O.A.
dc.contributor.authorTantawy A.A.
dc.date.accessioned2025-03-04T04:25:15Z
dc.date.accessioned2025-03-04T06:21:42Z
dc.date.issued2023
dc.description.abstractThis study proposes and tests a model of how and when previous failure experience can impact on subsequent business model innovation of business-to-business (B2B) SMEs. Analysis of survey data from a sample of 182 B2B SMEs in Ghana indicates that failure experience is positively related to business model innovation � and that coopetition capability mediates this failure experience. Further analysis of boundary condition effects reveals that high levels of financial resource slack strengthen the positive relationship between coopetition and business model innovation, while the level of managerial persistence has no effect on failure experience and coopetition relationship. We discuss the theoretical and managerial implications of these findings. � 2023 The Authors
dc.identifier.issn198501
dc.identifier.uri10.1016/j.indmarman.2023.05.016
dc.identifier.urihttp://162.250.124.58:4000/handle/123456789/158
dc.language.isoen
dc.publisherElsevier Inc.
dc.subjectBusiness failure experience
dc.subjectBusiness model innovation
dc.subjectCoopetition
dc.subjectFinancial resource slack
dc.subjectManagerial persistence
dc.titleOwner-managers failure experience and business model innovations in B2B firms: The roles of coopetition, managerial persistence, and financial resource slack
dc.typeArticle

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