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Purpose – This article investigates the relationships between firm capabilities, business\udmodel (BM) design, and firm performance.\udDesign/methodology/approach – The study provides a quantitative assessment of the\udproposed model using a sample of 411 small- and medium-sized enterprises.\udHeckman’s sample selection model is employed as an econometric framework.\udFindings – The outcomes demonstrate that the adoption of a given BM is endogenous\udwith respect to firm capabilities, different capabilities spur the adoption of different\udBM, and that different business model designs have variable impacts on firm\udperformance.\udResearch limitations/implications – Some investigated variables were operationalized\udusing proxies, and firm performance was measured based on a self-assessed scale.\udPractical implications – Since different types of capabilities are at the bases of\uddifferent BM designs that eventually reverberate on firm performance, SMEs should\udcarefully balance their financial resources invested in the development of capabilities.\udOriginality/value – This study represents one of the first attempts to investigate the\udrelationships between firm capabilities, BM design, and firm performance

Firm capabilities, business model design and performance of SMEs