In an era where technological change is relentless, the ability of organizations to stay creative and resilient is becoming a defining source of competitive advantage (Richtnér and Löfsten, 2014). Business Model Innovation and Digital Transformation represent two fundamental levers that enable firms to not only adapt but also shape disruption (Uršič and Čater, 2025). When combined, they allow organizations to explore new value logics, leverage digital technologies to enhance innovation (Naeem et al., 2025; Kohtamäki et al., 2025), develop dynamic capabilities (Teece, 2023) and strengthen their resilience against volatility and uncertainty (Zhao et al., 2025; Schiavone et al., 2025).

In the context of the Twin Transition — where digitalization and sustainability converge — organizations are challenged to redesign business models that are both technologically advanced and environmentally responsible (Diodato et al., 2023). Business Model Innovation performance depends on specific organizational and strategic conditions such as alignment and adaptability, as well as other aspects such as learning and creativity (Ammirato et al., 2022).

Creativity is the catalyst of renewal: it drives organizations to question assumptions, recombine resources, and design new configurations of value creation (Menzel et al., 2007; Cheah and Ho, 2021). Digital technologies, such as AI, big data, blockchain, or immersive environments, offer unprecedented opportunities for creative experimentation in R&D, operations, and strategy (Latino et al., 2024; Corallo et al., 2025). These emerging technologies enable organizations to reimagine innovation processes, connecting creativity with data-driven insight and cross-functional collaboration (Sedkaoui & Benaichouba, 2024). Yet, creativity without structure may fail to scale; hence, resilience becomes the complementary capability that sustains transformation over time, enabling organizations to absorb shocks, learn, and adapt continuously (Barile et al., 2024). Resilience ensures that creative ideas translate into enduring strategic renewal, transforming uncertainty into an opportunity for long-term evolution (Awad & Martin-Rojas, 2024).

This track invites contributions exploring how creativity and resilience manifest across different dimensions of business model and digital innovation. We welcome studies that investigate, among others:

• How digital transformation enables creative recombination of business model components;
• The role of organizational culture, leadership, and learning in building creative resilience;
• How firms manage the tension between creative exploration and operational resilience;
• The contribution of BMI and DT to sustainable, inclusive, and human-centered innovation;
• How digital platforms, ecosystems, and collaborations foster shared resilience and co-created creativity;
• The evolving role of R&D management in steering digitally enabled business model renewal.

We particularly encourage interdisciplinary submissions bridging management, strategy, innovation studies, entrepreneurship, information systems, and design. Both conceptual and empirical papers, including case studies, longitudinal analyses, and experimental or design-based research, are welcome, as are practitioner insights and industry experiences that shed light on real-world transformations. The track seeks to inspire a collective reflection on how organizations can not only survive technological disruption but thrive through it, by turning digital change into a source of creative evolution and resilient growth.