Evidence exist that most small ventures fail at developing a successful business model (BM) to enhance their technological capability. Besides, the studies that were undertaken in low-income ...countries also have no capacity to demonstrate the processes in the articulation of a BM that failed to consider the opportunities of technology entrepreneurship. Therefore, this study analyzes the linkage between technology entrepreneurship and the BM toward small venture growth. To achieve this, data were collected using a questionnaire from 335 small manufacturing enterprises selected from Addis Ababa. The result indicates that BM influences venture's growth indirectly through technology entrepreneurship. To the small businesses facing the problems of resource scarcity and poor strategy development, designing appropriate BM is an opportunity and can be used as an input to the adoption of technology entrepreneurship. Besides, by capturing values from combining the factors of production and technology entrepreneurship, the BM organizes and orchestrates the incumbent assets and other resources that make enterprises grow more than their counterparts. As a result, small enterprises should try to exploit existing technological opportunities by developing technology-oriented BM and integrating with technology entrepreneurship.
The practice of implementing a business model (BM) is at the corporate level of larger firms mostly in a developed economy, and there is a doubt whether the practice of BM existed among small firms ...of developing economies. There is also a lack of clarity in its contribution to the growth of the small venture in low‐income markets. Therefore, this study tries to uncover the relationship between the subject of integrative BM and venture growth, with an emphasis on strategic decisions. To achieve this, we analyzed data collected from 215 small manufacturing firms in Addis Ababa using structural equation modeling (SEM). The model integrates the internal aspects of BM development with the external aspects and the strategic decisions in determining their direct and indirect contribution to the venture's growth and unlock the aid of integrative BM to small venture growth. The study also links the strategic decisions from the perspective of strategic flexibility, strategic alliance, and competitive advantage and the exercise of firms networking to value creation, proposition, and capturing. To the end, we forwarded implications for practitioners and future research.
