Archives

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  AI-Driven Business Models

  Vol. 1 No. 1 (2026)

  Artificial intelligence is rapidly transforming the foundations of organizational strategy and value creation. As intelligent technologies become embedded in decision processes, digital infrastructures, and service ecosystems, firms increasingly redesign their business models to harness data-driven insights, algorithmic coordination, and adaptive value architectures. This issue explores how AI reshapes the mechanisms through which organizations create, deliver, and capture value in the evolving digital economy.

  Across diverse theoretical perspectives, the contributions in this issue examine how artificial intelligence functions not merely as a technological tool but as a strategic infrastructure enabling new forms of innovation. The articles explore how organizations integrate AI capabilities with human expertise, orchestrate digital ecosystems through algorithmic coordination, and develop adaptive learning processes that enable continuous business model experimentation. Together, these studies illuminate the mechanisms through which intelligent technologies transform organizational capabilities and strategic renewal.

  By bringing together insights from strategic management, digital innovation, service ecosystems, and institutional theory, the issue advances a more integrated understanding of AI-enabled business transformation. The collective contributions reveal that the impact of artificial intelligence on business models extends beyond technological adoption, encompassing socio-technical collaboration, ecosystem coordination, organizational learning, and governance mechanisms that shape the legitimacy and sustainability of AI-driven innovation.

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  Strategic Adaptation Under Turbulence

  Vol. 1 No. 2 (2026)

  In an era of persistent environmental turbulence, organizations are challenged not merely to survive disruption but to continuously adapt, renew, and reposition themselves. Strategic Adaptation Under Turbulence explores how resilience, agility, flexibility, and strategic renewal emerge through distinct organizational mechanisms in uncertain environments.

  This issue brings together complementary perspectives on organizational capabilities, adaptive governance, interorganizational networks, strategic optionality, institutional legitimacy, and leadership sensemaking. Together, these perspectives reveal that sustained adaptation is not a single organizational response, but a multidimensional process shaped by strategic choices, relationships, governance systems, and managerial interpretation.

  By connecting diverse theoretical lenses around the shared challenge of environmental volatility, the issue invites readers to reconsider how organizations navigate continuous change. It offers a richer intellectual landscape for understanding why some organizations remain strategically responsive while others struggle to renew their structures, relationships, and strategic direction.