scholarly journals Exploring the Relationship Between Business Model Innovation, Corporate Sustainability, and Organisational Values within the Fashion Industry

2016 ◽  
Vol 149 (2) ◽  
pp. 267-284 ◽  
Author(s):  
Esben Rahbek Gjerdrum Pedersen ◽  
Wencke Gwozdz ◽  
Kerli Kant Hvass
Keyword(s):  
Business Model ◽  
Corporate Sustainability ◽  
Business Model Innovation ◽  
Fashion Industry ◽  
Organisational Values ◽  
The Relationship

scholarly journals How Does Corporate Sustainability Increase Financial Performance for Small- and Medium-Sized Fashion Companies: Roles of Organizational Values and Business Model Innovation

2020 ◽  
Vol 12 (24) ◽  
pp. 10322
Author(s):  
Su Jin Yang ◽  
Seyoon Jang
Keyword(s):  
Factor Analysis ◽  
Financial Performance ◽  
Business Model ◽  
Online Survey ◽  
Corporate Sustainability ◽  
Organizational Values ◽  
Business Model Innovation ◽  
Corporate Financial Performance ◽  
Fashion Industry

The objective of this study was to examine how corporate sustainability can raise the level of corporate financial performance of small- and medium-sized enterprises (SMEs) in the fashion industry by considering the roles of organizational values and business model innovation in forming corporate sustainability. It is meaningful to explore the role of corporate sustainability in SMEs as well as fashion companies considering the recent growth of SMEs in the fashion industry. Practitioners (N = 218) working for SMEs located in South Korea participated in an online survey. Exploratory factor analysis resulted in three organizational values of SMEs: flexibility value, rational value, and hierarchical value. While flexibility has contributed to forming business model innovation and sustainability, having a rational value has impacted business model innovation and financial performance. A hierarchical value affected only corporate sustainability. However, business model innovation did not show any significant impact on corporate sustainability or financial performance. Finally, corporate sustainability positively influenced financial performance only for SMEs that had experience practicing at least three sustainable activities. These results have implications for how SMEs manage sustainability to enhance financial performance.

An empirical study of the relationship between inclusive leadership and business model innovation

2021 ◽  
Vol 42 (3) ◽  
pp. 480-494
Author(s):  
Yangchun Fang ◽  
Xinxing Dai ◽  
Xudong Zhang
Keyword(s):  
Employee Engagement ◽  
Business Model ◽  
Primary Source ◽  
Boundary Spanning ◽  
Business Model Innovation ◽  
Zhejiang Province ◽  
Inclusive Leadership ◽  
Content Type ◽  
The Relationship ◽  
Positive Effect

PurposeTo better understand factors that lead to business model innovation (BMI) in organizations, this study argues that inclusive leadership is the primary source that motivates employee engagement in boundary-spanning activities, which fosters BMI by generating and integrating employee knowledge through boundary-spanning exploration.Design/methodology/approachThis paper analyzes the relationships between inclusive leadership, boundary-spanning exploration and BMI to discover how they influence each other. This is achieved by a survey of more than 30 enterprises in Zhejiang Province, China. The survey data are analyzed using SPSS.FindingsInclusive leaders who display characteristics of openness, accessibility and availability have a positive effect on BMI and boundary-spanning exploration; openness and accessibility have more significant positive effect on BMI and boundary-spanning exploration.Research limitations/implicationsBecause this study covers only in Zhejiang Province, in China, the findings may not be easily generalizable to other contexts. Other factors, such as organizational structure and contextual characteristics, could also be added as antecedents in a future investigation. Moreover, the scales could be revised more suitable for China in the future.Practical implicationsThe empirical findings can be used as guidelines for firms seeking to take advantage of inclusive leadership and to help firms motivate their employees to engage in boundary-spanning exploration to acquire, generate and integrate knowledge from diverse sources to promote BMI.Originality/valueThis study provides insights that will be of value by adding to the theoretical foundation of our understanding of the antecedents to firms' BMI. This study argues that employees' boundary-spanning exploration is important to BMI as well. Inclusive leadership is crucial to stimulate boundary-spanning exploration by employees. Therefore, how to encourage inclusive leadership in firms is well worth examining.

scholarly journals Business Model Innovation for Sustainability. Highlights from the Tourism and Hospitality Industry

2019 ◽  
Vol 11 (1) ◽  
pp. 212 ◽  
Author(s):  
Angelo Presenza ◽  
Antonio Messeni Petruzzelli ◽  
Angelo Natalicchio
Keyword(s):  
Business Model ◽  
Business Model Innovation ◽  
Tourism Industry ◽  
Special Issue ◽  
Multiple Perspectives ◽  
Hospitality Sector ◽  
Tourism And Hospitality Industry ◽  
Hospitality And Tourism Industry ◽  
Tourism And Hospitality ◽  
The Relationship

In this paper, we introduce the themes addressed and the approaches used in this Special Issue to investigate the relationship between business model innovation and sustainability in the hospitality and tourism industry. After presenting the topics under investigation, we briefly discuss how the articles in the collection allow to unveil firms’ approaches used to innovate their business model focusing upon sustainable practices and goals. Therefore, by offering multiple perspectives of analysis, this Issue increases our comprehension and understanding of which sustainable strategies companies may adopt to compete in the tourism and hospitality sector.

scholarly journals Business model innovation and digitalization: Could ambidexterity be the solution to manage both? – A conceptual framework with propositions

2020 ◽  
Vol 1 (2) ◽  
pp. 8-25 ◽  
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Resource Scarcity ◽  
Business Model Innovation ◽  
Technology And Innovation ◽  
Current Economic Situation ◽  
Digital Disruption ◽  
High Degree ◽  
The Relationship

The current economic situation is in constant flux. Progress in technology and especially the advancement of digital transformation have influenced business endeavors. In this realm, digitalization is closely linked to a high degree of digital disruption and the development of new products, services, and business models. In this paper, we aim to investigate how enterprises simultaneously handle digitalization and business model innovation. We employ an ambidexterity perspective to gain new knowledge and get the traction that is needed to make a conceptual contribution. Thus, a theoretical framing that includes the relationship between business model innovation and digitalization and propositions congruent with our general gestalt of the inquiry will be developed. The results indicate, despite some structural and processual commonalities that digitalization and business model innovation share, the mission to manage both phenomena remains challenging. In particular, some peculiarities inherent in the ambidexterity perspective need to be taken into account. Particularly under the constraints of a high degree of resource scarcity, it is important to strive for sustainable actions that lead to increased value creation and competitive advantage. Thus, this study implements an ambidexterity perspective on the two distinct areas of technology and innovation and provide groundings for further research avenues on ambidexterity and firm performance.

Examining the effects of governmental networking with environmental turbulence on the geographic searching of business model innovation generations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haixu Bao ◽  
Chunhsien Wang ◽  
Ronggen Tao
Keyword(s):  
Business Model ◽  
Large Scale ◽  
Business Models ◽  
Emerging Market ◽  
Business Model Innovation ◽  
Environmental Turbulence ◽  
High Tech ◽  
Content Type ◽  
External Resources ◽  
The Relationship

Purpose This study aims to explore the relationship between geographic search and business model innovation and proposed a contingent framework to focus on how governmental networking and environment turbulence are interdependent moderate the relationship between geographic search and business model innovation. Design/methodology/approach A large-scale questionnaire survey was carried out among the firms in three high-tech parks of the Pearl River Delta, with a total of 287 firms as empirical samples. Hypotheses are tested using ordinary least squares analyzes on hierarchical multiple regression to find out how geographic search can drive business model innovation generations. Findings The empirical results showed that the more frequent geographic search is, the more favorable it is for firms to generate innovative business models, and firms may be more effective in geographic searching and business model innovation with better governmental networking. However, the above relationship may be weakened if the environment turbulence in emerging markets is further considered. It was argued that firms must take into account both the positive effects of governmental networking and the negative effects of environmental turbulence in conducting a geographic search for external knowledge resources to generate innovative business models. The study results showed how and why governmental networking can be a key catalyst for firms to generate innovative business models. Research limitations/implications This study contributes to the business model innovation literature by documenting the large-scale survey evidence that confirms the practicality of geographic search in the business model innovation generations. The findings advance previous studies in the business model innovation by identifying the moderating roles of governmental network and environment turbulence that predict business model innovation behaviors in the emerging market. Practical implications The results indicate that the geographic search can be easily operationalized for external resources acquisitions by managers in generating business model innovation. This has applications for external resource acquisitions on the basis of business model innovation in the emerging China market. In addition, to facilitate the business model innovation generations, the focus should be on critical contingency factors; on the one hand, to promote the continued use of external resources, the focus should be on enhancing benefits such as governmental networking. Originality/value The findings extend existing theory in three ways as the original value. First, the results show that geographic search is an important driver of business model innovation generations in an emerging market context. Second, this study is the first to take organizational learning and open innovation perspective to examine geographic search as a boundary-spanning search of external resources in business model innovation generations. Third, this study also explores the moderator role of governmental network and environmental turbulence on how to strengthen or impair the geographic search and business model innovation generations.

scholarly journals Business Model Design and Customer Loyalty: The Mediating Role of Customer Citizenship Behavior

2020 ◽  
Vol 12 (17) ◽  
pp. 7047
Author(s):  
Baoliang Hu ◽  
Wei Huang ◽  
Shuai Yan ◽  
Guang Liu ◽  
Tao Zhang
Keyword(s):  
Business Model ◽  
Customer Loyalty ◽  
Corporate Sustainability ◽  
Citizenship Behavior ◽  
Hierarchical Regression ◽  
Demand Side ◽  
Mediating Role ◽  
Customer Citizenship Behavior ◽  
The Relationship

An increasing number of scholars and practitioners are advocating for the exploration of the demand-side consequences of business model (BM) design from the customer’s perceptual perspective. Consistent with this view, this paper discusses how BM design can achieve customer loyalty through the mediating role of customer citizenship behavior. Therefore, this paper puts forward a series of hypotheses regarding relationships among BM design, customer citizenship behavior, and customer loyalty and further tests these hypotheses through hierarchical regression analysis from data collected from Chinese customers. The results show that both efficiency-centered and novelty-centered BM designs are the antecedents of customer citizenship behavior and customer loyalty. The results also show that efficiency-centered and novelty-centered BM designs can directly affect customer loyalty, and indirectly affect customer loyalty through the mediating role of customer citizenship behavior. Our findings contribute to research on the relationship between BM design and customer loyalty, and research on the demand-side consequences of BM design. Our findings also contribute to research on the link between BM design and marketing, and research on BM design for corporate sustainability. Our findings have management implications for practitioners as well.

STRATEGIC ACCORD AND TENSION FOR BUSINESS MODEL INNOVATION: EXAMINING DIFFERENT TACIT KNOWLEDGE TYPES AND OPEN ACTION STRATEGIES

2019 ◽  
Vol 24 (04) ◽  
pp. 2050039 ◽  
Author(s):  
TAEWON SUH ◽  
OMAR J. KHAN ◽  
BENEDIKT SCHNELLBÄCHER ◽  
SVEN HEIDENREICH
Keyword(s):  
Tacit Knowledge ◽  
Business Model ◽  
Management Strategies ◽  
Business Model Innovation ◽  
Competitive Advantages ◽  
Team Creativity ◽  
Team Projects ◽  
Knowledge Types ◽  
Action Strategies ◽  
The Relationship

Both academics and practitioners are underlining the relevance of business model innovation in unlocking lasting, competitive advantages. To understand how business model innovation is achieved in the team level and which contingency factors drive or inhibit the process, this study scrutinizes the strategic accord and tension of analogous and opposing action strategies, as potential contingency factors controlling and balancing the effects of external and internal tacit knowledge on business model innovation. Using a research sample of 162 team projects, our empirical study supported the research hypotheses regarding how tacit knowledge fuels business model innovation, highlighting differed moderating roles of three open action strategies (team autonomy, team creativity, and team diversity) on the relationship between two transferred knowledge types and business model innovation of technology-intensive companies. This study shed light on how team management strategies, namely manifestations of open action strategies, moderate the effectiveness of tacit knowledge on business model innovation.

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