scholarly journals Business Model Innovation for Circular Economy: Integrating Literature and Practice into a Conceptual Process Model

2019 ◽  
Vol 1 (1) ◽  
pp. 2517-2526
Author(s):  
Marina de Padua Pieroni ◽  
Tim McAloone ◽  
Daniela Pigosso
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Process Model ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Process Models ◽  
Innovation Development ◽  
Learning Skills ◽  
Systemic Process ◽  
Three Stages

AbstractA key question regarding business model innovation/development for circular economy is “how to make it happen in practice”? By systematically reviewing 92 approaches from circular economy and sustainability literature and practice, this research identifies requirements and proposes a holistic and systemic process for business model innovation for circular economy. This conceptual process model was consolidated based on the integration of the unique elements of sixteen existing process models. It comprises three-stages (sense, seize, transform) based on a dynamic capabilities view, and envisions 33 activities, 21 deliverables, 88 techniques/tools and 13 enablers or catalyzers for change. Besides enabling the view of processes and procedures with behavior and learning skills required to inspire circular economy thinking in business model innovation, it highlights the importance of 'formalized' decision-making procedures and includes activities to integrate sustainability thinking and to support the identification of required changes in product innovation/development.

scholarly journals Dynamic capabilities triggered by cloud sourcing: a stage-based model of business model innovation

2019 ◽  
Author(s):  
Mirella Muhic ◽  
Lars Bengtsson
Keyword(s):  
Competitive Advantage ◽  
Case Studies ◽  
Business Model ◽  
Dynamic Capabilities ◽  
Theoretical Framework ◽  
Business Model Innovation ◽  
Dynamic Capability ◽  
Three Stages ◽  
Continued Use ◽  
Longitudinal Case Studies

AbstractCurrent research offers very limited insights on the process of how the adoption and continued use of cloud sourcing might trigger and push the development of business model innovation and affect the competitive advantage of a firm. Applying an abductive approach, with two longitudinal case studies of cloud sourcing firms, and a theoretical framework based on stage-based models of business model innovation and the dynamic capability view of the firm, we develop a model of stage-based business model innovation related to the adoption and continued use of cloud sourcing. The model identifies three business model innovation stages characterized by specific types of capabilities. In between the three stages, we identify three dynamic junctures that the firm and its managers have to overcome to progress from one stage to another. In the dynamic junctures three types of dynamic capabilities were key; sensing, seizing and transformation capabilities, to pass to the next stage. The model contributes to a better understanding of the evolution of dynamic capabilities as well as the evolution of the cloud sourcing firm and cloud-based business model innovation.

scholarly journals BUSINESS MODEL INNOVATION FOR CIRCULAR ECONOMY: INTEGRATING LITERATURE AND PRACTICE INTO A PROCESS MODEL

2020 ◽  
Vol 1 ◽  
pp. 2119-2128
Author(s):  
M. P. P. Pieroni ◽  
T. C. McAloone ◽  
D. C. A. Pigosso
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Process Model ◽  
Business Models ◽  
Design Research ◽  
Business Model Innovation ◽  
New Business ◽  
Design Research Methodology ◽  
Practical Demonstration ◽  
New Business Models

AbstractTo implement circular economy, manufacturers will need to develop new business models. Available approaches are granular, generic, infrequently focusing on advice or implementation, and lacking practical demonstration. This article presents how a tool was proposed to cover these gaps. Based on design research methodology, twenty-two conceptual and practical requirements were identified and translated in functions for the development of the Circular Economy Business Model Configurator, a tool that supports manufacturers in strengthening proposals of business models for circular economy.

Investigate the role of distributed leadership and strategic flexibility in fostering business model innovation

2019 ◽  
Vol 13 (1) ◽  
pp. 93-112 ◽  
Author(s):  
Suqin Liao ◽  
Zhiying Liu ◽  
Lihua Fu ◽  
Peichi Ye
Keyword(s):  
Business Model ◽  
Distributed Leadership ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Equation Modeling ◽  
High Tech ◽  
Strategic Flexibility ◽  
Environmental Dynamism ◽  
Content Type

PurposeThe purpose of this paper is to examine whether the new distributed leadership patterns is an important driver for innovating business model. By synthesizing insights from the dynamic capabilities perspective, it also explores how and when distributed leadership enhances the business model innovation (BMI) by involving strategic flexibility as a mediator and environmental dynamism as important contingency.Design/methodology/approachA survey via questionnaire was conducted with 262 CEOs and 262 senior managers from Chinese high-tech companies that provided the research data. Structural equation modeling and linear regression analyses were used to test the time-lagged data, and then the main research questions were responded to.FindingsThe analysis reveals that distributed leadership has a significant direct influence on BMI, and that distributed leadership also indirectly affects BMI by enhancing strategic flexibility. Environmental dynamism strengthens the positive effect of distributed leadership on BMI under strategic flexibility.Originality/valueThis paper advances and enriches the emerging stream of BMI research. It presents an innovative conceptual analysis of the antecedents of BMI, and it shows a possible solution for BMI that complements extant research that considers which and how the leadership style of the organizations affects the business model change.

scholarly journals Business model innovation for circular economy and sustainability: A review of approaches

2019 ◽  
Vol 215 ◽  
pp. 198-216 ◽  
Author(s):  
Marina P.P. Pieroni ◽  
Tim C. McAloone ◽  
Daniela C.A. Pigosso
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Model Innovation

scholarly journals Business Model Innovation in Established SMEs: A Configurational Approach

2020 ◽  
Vol 6 (3) ◽  
pp. 76 ◽  
Author(s):  
Dorleta Ibarra ◽  
Ali Ziaee Bigdeli ◽  
Juan Ignacio Igartua ◽  
Jaione Ganzarain
Keyword(s):  
Business Model ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Business Model Innovation ◽  
Management Approach ◽  
Wealth Creation ◽  
Key Factor ◽  
Configurational Theory ◽  
Market Needs ◽  
Management Approaches

Small and medium-sized enterprises (SMEs) are at the heart of a nation’s wealth creation, employment generation and economic development. To help SMEs stay competitive in a fast-changing environment, researchers have recently emphasized the relevance of business model innovation (BMI). However, BMI and its performance are not linear but rather a complex phenomenon that depends on contingency factors. Based on configurational theory, this study extends the BMI research to SMEs, exploring the management approaches and BMI capabilities that foster BMI in established SMEs. To achieve this objective, this study of a purposive sample of 78 Spanish SMEs adopts the fuzzy set qualitative comparative analysis (fsQCA) method. Results suggest three substantive conclusions. First, long-term managerial orientation is a key factor for the development of BMI in SMEs. Second, five BMI capabilities (sensing customer needs, sensing technological options, conceptualizing and experimenting, collaborating and BMI strategy) support, in combination with the management approach, the development of BMI in established SMEs. Third, open innovation (open flows of knowledge regarding market needs and the potential of technologies, as well as collaboration with customers) are concrete preconditions of business model innovation. Therefore, managers in SMEs need both to actively consider their management approach towards BMI, and to develop some key dynamic capabilities in their organizations to implement BMI, an approach also valid for post-Covid-19 management.

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