## 2 Conceptual Background
### Organizational Preparedness  
Organizational preparedness is a state in which management and staff are ready to execute performance improvements, identify opportunities for organizational benefits, make changes to processes and behaviors, and monitor improvement concerning these changes [17]. Organizational preparedness is categorized into management readiness, organizational readiness, operational readiness, and preparation for changes [17]. Based on the work by [PERSON] [17], we are applying organizational preparedness to DDBMI: In the context of DDBMI, managerial readiness involves awareness of the technological, organizational, and operational requirements necessary to recognize the need for and importance of reconfiguring the BM. Challenges and the necessary steps to prepare for the BMI process can be identified. Organizational preparedness ensures that people, processes, and tools are well coordinated when incumbent manufacturers initiate DDBMI. Preparedness for change encompasses fulfilling various technological and infrastructural requirements, processes, and capabilities, as well as the strategic and managerial acumen necessary for initiating changes while considering various interdependent key aspects [55; 56]. Organizational preparedness relies heavily on capabilities, given that companies require appropriate capabilities to address changes, challenges, and opportunities effectively. As per [PERSON] [57], capabilities encompass ordinary and dynamic capabilities. Ordinary capabilities are essential for routine operational and administrative functions. Dynamic capabilities, on the other hand, are further divided into second- and first-order categories. Second-order dynamic capabilities involve adjusting and recombining ordinary capabilities while developing new ones. First-order dynamic capabilities, which hold particular significance for BMI, focus on upgrading, renewing, and reconfiguring second-order dynamic capabilities alongside ordinary capabilities. Preparedness for innovation can be chaotic, insufficient, acceptable, high, or excellent [58]. The key steps for evaluating the preparedness of companies for I4.0 include the following: (1) Awareness of I4.0 requirements, (2) assessment of the level of activities, key resources, and key advantages, (3) evaluation of preparedness for gaining competitive advantage in the context of I4.0, and (4) assessment of readiness to compete in the era of I4.0 [59]. SMEs can be categorized into craft manufacturers, preliminary stage planners, I4.0 users, and full-scale adopters based on their preparedness for I4.0 concerning BMI [5]. Significant differences exist in organizational and managerial practices among companies categorized as adopters, beginners, and non-adopters regarding implementing I4.0 technologies [60]. Therefore, the managerial challenges and the necessity for tools and guidelines to effectively prepare for adopting changes, as well as understanding the level of preparedness of companies to transform and adopt BMs for I4.0, are significant. BMI carries the risk of failure, and the negative social perceptions attached to business failure might hinder companies from undertaking such innovations [61]. Technological, organizational, and environmental readiness necessitate a framework integrating technology, organization, and environment to successfully implement an enterprise's green (product and process) innovations [62]. [PERSON] and [PERSON] [63] introduced an online tool called MATChE, designed for manufacturing companies to evaluate their readiness to transition to a circular economy. This tool assesses readiness across eight dimensions: (1) Organization, (2) strategy and BMI, (3) product and service innovation, (4) manufacturing and value chain, (5) technology and data, (6) use, support, and maintenance, (7) takeback and end-of-life strategies, and (8) policy and market. [PERSON] et al.