BUSINESS MODELS IN THE COMMERCIALIZATION PROCESSES OF INNOVATION AMONG SMALL HIGH-TECHNOLOGY FIRMS

2014 ◽  
Vol 11 (02) ◽  
pp. 1450007 ◽  
Author(s):  
JARKKO TAPANI PELLIKKA ◽  
PASI MALINEN
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
High Technology ◽  
New Product ◽  
Business Environment ◽  
Technology Firms ◽  
High Technology Firms ◽  
Business Functions ◽  
Using Data

Small technology firms are currently facing increasingly severe competition in a dynamic business environment where an effective commercialization process may secure the survival of a venture and provide key benefits such as increases in turnover, profits and market share. However, technology firms have to be able to create the suitable business model for a new product commercialization in order to realize the economical potential and value. Therefore, it is important to increase our knowledge about the utilized business models in high technology sectors and their role as a part of new product commercialization and innovation management. Using data from 12 small technology firms, this study shows that business model creates an operational level of commercialization process and it can help managers to plan the value delivery through the process phases. Despite the trend toward opening up research and development and commercialization processes in the high technology fields, small high technology firms in this study seems to pursue more closed approaches to R&D than in other business functions such as marketing and sales.

scholarly journals Drivers and Outcomes of Business Model Innovation—Micro, Small and Medium-Sized Enterprises Perspective

2019 ◽  
Vol 11 (2) ◽  
pp. 344 ◽  
Author(s):  
Andreja Pucihar ◽  
Gregor Lenart ◽  
Mirjana Kljajić Borštnar ◽  
Doroteja Vidmar ◽  
Marjeta Marolt
Keyword(s):  
Business Model ◽  
Business Performance ◽  
Business Models ◽  
Positive Impact ◽  
Business Environment ◽  
Business Model Innovation ◽  
The Body ◽  
Path Modeling ◽  
Body Of Knowledge ◽  
Using Data

Business model innovation (BMI) is one of the key activities, which has to be continuously undertaken in every enterprise to sustain competitiveness in today’s digital economy. Although the interest in business models (BM) has risen significantly since the late 1990s, little is known about BMI practices in small- and medium-sized enterprises (SMEs), representing a majority of enterprises in the European market. Our study addresses this research gap and focuses on the investigation of drivers and outcomes of BMI in SMEs. A partial least squares path modeling (PLS-PM) method was used to empirically test the model using data collected in 2017 from 71 SMEs in Slovenia. Results have shown that the innovativeness of enterprises and their business environment has a positive impact on the level of BMI activities in the enterprises. However, this is not the case of fast developing and rapidly changing information technology. In addition, the results show that the level of BMI has a positive impact on BMI outcomes and further on overall business performance. The results contribute to the body of knowledge in the field of BMI activities in SMEs and offer useful insights to SMEs that intend to innovate their business model(s) and government to create a supportive environment.

A study of how ICT capabilities can influence dynamic capabilities

2016 ◽  
Vol 29 (2) ◽  
pp. 179-201 ◽  
Author(s):  
Vinit Parida ◽  
Pejvak Oghazi ◽  
Stefan Cedergren
Keyword(s):  
Small Firms ◽  
Dynamic Capabilities ◽  
High Technology ◽  
Business Environment ◽  
Alternative View ◽  
Content Type ◽  
Internal Resources ◽  
Technology Firms ◽  
Ict Use ◽  
High Technology Firms

Purpose – Prior studies have argued that small firms with dynamic capabilities can revise and reconfigure their internal resources to meet the uncertainties of their business environment. However, there is a lack of understanding of how they can develop such critical capabilities. The purpose of this paper is to propose that small firms can employ information and communication technology (ICT) capabilities as a facilitator for developing dynamic capabilities. Thus, the study builds on resource-based view (RBV) literature and information systems (IS) literature by examining the influence of ICT capabilities on the dynamic capabilities of small firms. Design/methodology/approach – Several hypotheses were tested by analysing the survey data from 291 small high-technology firms in Sweden. Findings – The results reveal that ICT capabilities influence dynamic capabilities of small firms. More specifically, the ICT use for internal efficiency positively influences adoptive capabilities, collaborative use of ICT positively influences networking capabilities, and ICT use for communications positively influences both adaptive and innovation capabilities. Consequently, the results suggest that the different components of ICT capabilities facilitate the development of the different organizational capabilities that together represent dynamic capabilities and thus, can contribute to a small firm’s competitive advantage. Practical implications – This study has few implications for the managers and CEO’s of small high-technology firms. First, by prioritizing ICT capabilities, small firms can benefit from the development of dynamic capabilities that will support them to meet the challenges of turbulent business environment. Second, because small firms usually lack internal resources (i.e. financial resources and competence), the study provides more specific direction on how they can strategically invest and build different components of ICT that will positively influence their adaptive, absorptive, innovative, and network capabilities. Originality/value – The study provides an alternative view of how ICT capabilities influence the performance of small firms, and outlines how such capabilities influence the development of dynamic capabilities. Therefore, the study in hand contributes to the RBV and IS literature by specifically linking the components of ICT capabilities to dynamic capabilities and its related sub-capabilities.

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