EIMIs face the challenge of adapting to the Paris Agreement and the European Green Deal to achieve carbon neutrality. This change is being driven by consumer interest in low-carbon products, regulatory requirements from climate agreements and investors prioritizing sustainability. This pressure is pushing companies to go beyond short-term financial gains and integrate sustainability into their business. The growing awareness of the environmental impact of business models (BM) has fueled the development of Sustainable Business Models (SBMs). This study aims to link the discussion on the role of SBMs in the drivers of decarbonization, to improve the understanding of how the drivers can be integrated and enable new BMs for EIMIs. Based on a structured literature review, semi-structured interviews were conducted in the EIMIs. The study identifies BM-components that are influenced by these drivers and require sustainable business model innovation (SBMI). The results show that decarbonization drivers have a significant impact on all BM components. Experts emphasize the importance of collaborative approaches and cooperation throughout the value chain. This research elaborates on the importance of systematic analysis to understand how companies can effectively manage decarbonization drivers and suggests in-depth exploration within BM-research to uncover potential SBM design options.

Business-to-business (B2B) manufacturing companies are increasingly confronted with transformative trends such as sustainability, digitalization, and servitization. These trends are changing how product portfolios are developed, and value contributions are assessed, and therefore have disruptive potential. Dealing with these disruptive factors in Product Portfolio Management (PPM) is a largely unexplored topic. This study presents an empirical-qualitative exploration that contributes significantly to the field. The aim is to clarify the extent to which disruptive factors influence the evaluation and shaping of the product portfolio in B2B manufacturing companies. The Gioia method was used to evaluate 21 semi-structured interviews with experts from leading B2B manufacturing companies. Eight overarching challenges in PPM resulting from the disruptive factors were identified. Based on the eight overarching challenges and their associated causal relationships, two aggregated dimensions of action were derived: (1) increasing speed and flexibility by using generative artificial intelligence (AI) in a defined PPM process and (2) adjusting the product portfolio evaluation to consider various strategic drivers. These two dimensions of action call for future research to overcome the disruptive factors in PPM.

Responding to changing value creation processes in the sheet metal working sec-tor, where the complexity and interchangeability of products challenge traditional dif-ferentiation strategies, this empirical analysis explores integrating service-oriented and data-driven business models as new paths to ensure competitiveness, especially for small and medium-sized enterprises (SMEs). This study aims to capture the current state and challenges associated with the implementation of these business models in this sector. The research was conducted through semi-structured interviews with SMEs in the industry. The findings indicate that service-oriented and data-driven business models are not yet widely adopted and that manufacturing companies re-quire support in their implementation. Fields of action were identified for the industry. These are "Creating awareness and understanding", "Recognizing added value", "In-creasing company maturity" and "Understanding the change process". Cooperation between science and industry is essential in tackling these fields of action to ensure the successful integration of such business models in manufacturing companies. This pa-per identifies challenges in the fields of action that companies must address through a structured approach promoting awareness, recognizing value, improving organiza-tional maturity, and understanding the change process to successfully implement ser-vice-oriented and data-driven business models.