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Purpose The research investigates scaling and client networking in small and medium-sized enterprises (SMEs), using ABCD, an Indonesian telecom tower provider, as a case study. Key findings underscore the importance of strategic planning, human resource management, networking and customer-centric approaches for successful scaling. ABCD's experiences inform practical guidance for SMEs, advocating strategic scaling, leveraging personal networks, implementing customer relationship management (CRM), fostering adaptability and prioritizing customer satisfaction. Theoretical implications enrich discussions on demand-driven scaling, network dynamics and CRM application. Overall, the study offers concise insights into SME growth strategies, drawing from ABCD's experiences and broader literature. Design/methodology/approach The methodology employed in this study adopts a case study approach, focusing on ABCD, a telecom tower provider in Indonesia. Qualitative analysis of textual data is conducted, combining deductive reasoning to establish theoretical frameworks from existing literature and inductive reasoning to identify emergent themes. Interviews, structured around four thematic domains, were conducted with a diverse cohort of participants selected through convenience and snowball sampling techniques. Ethical considerations were paramount, with written consent obtained and interviews conducted in Bahasa Indonesia to ensure linguistic alignment. Grounded Theory was applied to analyse data, seeking to enrich theoretical frameworks and inform managerial practices in SMEs. Findings The findings illuminate strategies applicable to all SMEs in scaling up and fortifying client networks. Emphasizing demand-driven scaling and strategic client acquisition, SMEs are encouraged to leverage personal networks and exhibit adaptability in response to market trends. Implementing CRM principles fosters lasting client relationships and profitability. Practical implications underscore the im

The COVID-19 pandemic has forced many organizations to make an unprecedented shift to remote work, with virtual teams becoming an increasingly important tool for organizations to configure and manage team-based work. The way teams are configured has major implications for how individuals, teams, and organizations collect and contribute knowledge in order to innovate. By looking at team member diversity, this research paper examines the impact of different forms of diversity on the knowledge sharing processes and innovation output of virtual teams. Responses from 103 virtual team members based in the U.K. are used to assess the role of diversity inputs, on knowledge sharing processes and innovation output. Partial least squares structural equation modeling was employed to assess and validate the input-process-output model with statistically significant empirical results presented. Furthermore, the empirical results infer that knowledge sharing plays a critical role in mediating the role between diversity and innovation output in virtual team settings. Findings are discussed and implications are presented.

This paper explores sustainable business models (SBMs) evolution for the rapidly developing battery second use (B2U) market within the emerging electric vehicle (EV) industry. Previous work identified that SBMs and EV B2U are emerging as major research streams but there is paucity among literature to deliver an overarching framework or a holistic view between these fields and highlight fresh areas for future research. We adopted an inductive multiple-case study approach to unearth new knowledge by comprehending how B2U stakeholders undertake their sustainability-related business activities. These are not only focused on economic profitability but more importantly address wider social and environmental stakeholder value as part of prospective SBMs. The SBM archetypes were adopted as the major lens for our data analysis to study multiple cases of B2U stakeholder roles and comprehend further the scope and ultimate purpose of their operations. Major results indicate that the SBM archetypes as major sustainable innovation strategies have the potential to create a new conception of business models for sustainability in the EV B2U market. In turn, this creates and drives shared sustainable value for multiple stakeholders through cross-sectoral collaborations as part of an entire new and more SBMs. Finally, this study proposes the conceptual sustainable innovation business model (SIBM) framework for the EV B2U industry that includes such shared sustainable value creations which in turn drives forward business performance and sustainability at the same time, eventually creating the business case for sustainability within the EV industry., Peer Reviewed, Postprint (author's final draft)

Epithelial organ size and shape depend on cell shape changes, cell-matrix communication, and apical membrane growth. The Drosophila melanogaster embryonic tracheal network is an excellent model to study these processes. Here, we show that the transcriptional coactivator of the Hippo pathway, Yorkie (YAP/TAZ in vertebrates), plays distinct roles in the developing Drosophila airways. Yorkie exerts a cytoplasmic function by binding Drosophila Twinstar, the orthologue of the vertebrate actin-severing protein Cofilin, to regulate F-actin levels and apical cell membrane size, which are required for proper tracheal tube elongation. Second, Yorkie controls water tightness of tracheal tubes by transcriptional regulation of the d-aminolevulinate synthase gene (Alas). We conclude that Yorkie has a dual role in tracheal development to ensure proper tracheal growth and functionality.

This study examines the necessity and contributes towards the development of a sustainable business model (SBM) for the emerging battery second use (B2U) market within the electric vehicle (EV) industry. Previous work identified that SBMs and EV B2U are emerging as major research streams but there is seems to be paucity among literature to deliver an overarching framework or a holistic view between these fields and highlight fresh areas for future research. We intend to unearth new knowledge through comprehending how B2U stakeholders undertake their business-related activities. These are not only focused on economic profitability but more importantly address wider social and environmental stakeholder value as part of prospective SBMs. We are using the SBM archetypes as the major lens for our data analysis to study multiple cases of B2U stakeholder roles and understand further the scope and ultimate purpose of their operations. Preliminary results indicate that the SBM archetypes lead towards sustainability innovation strategies that create a new conception of business models for sustainability in the EV B2U market. Additionally, although profitability is a major priority, it does not seem to be number one anymore. This is an element that confirms a new market perspective towards a sustainable circular economy. In turn, this creates shared sustainable value for multiple stakeholders through cross-sectoral collaborations. Ultimately, we aim to conceptualise a sustainable innovation business model (SIBM) framework for the B2U industry. The particular model includes such shared sustainable value creations which in turn drive forward business performance and sustainability at the same time., Postprint (published version)

A global mass market adoption of electric vehicles (EVs) is still hindered by the high costs of lithium-ion batteries (LIBs). Repurposing degraded EV batteries in second use applications holds the potential to reduce first-cost impediments of EVs. New business models are emerging rapidly within the EV and battery second use (B2U) industries but they focus on economic aspects without integrating social and environmental dimensions. Simultaneously, the emerging research topic around sustainable business models (SBMs) seem to be able to bridge the environmental management concerns in conjunction with economic and social changes. This paper addresses this paucity in the literature by offering an interdisciplinary approach by drawing upon key perspectives from the emerging sustainable technology of EVs and its underlying B2U market in relation to SBMs. Findings reveal major contributions to theorists and practitioners. B2U holds the potential to facilitate current unsustainable practices in the EV industry. This in turn, will lead towards a faster EV market uptake and improvements of overall sustainability performance through SBM perspectives. Accordingly, a B2U business model framework is conceptualised that embodies the cross-sector multi-stakeholder impact and the shared value creation mechanism for the EV industry and emerging B2U market. We finally conclude that as such B2U holds the potential to prove itself to be a viable and efficient case for sustainability. This can be implemented by taking a multi-stakeholder network centric business model design compared to traditionally firm-centric models, which ultimately refreshes the traditional business models on sustainability., Peer Reviewed, Postprint (author's final draft)