scholarly journals CAN THE CROWD DO THE JOB? EXPLORING THE EFFECTS OF INTEGRATING CUSTOMERS INTO A COMPANY’S BUSINESS MODEL INNOVATION

2016 ◽  
Vol 20 (07) ◽  
pp. 1650071 ◽  
Author(s):  
PHILIPP ALEXANDER EBEL ◽  
ULRICH BRETSCHNEIDER ◽  
JAN MARCO LEIMEISTER
Keyword(s):  
Business Models ◽  
Empirical Evaluation ◽  
Innovation Process ◽  
Business Model Innovation ◽  
High Quality ◽  
New Approach ◽  
New Business ◽  
Opening Up ◽  
New Business Models

While collaborative business modeling (CBM) constitutes a promising new approach for opening up a company’s innovation process, existing literature lacks empirical evidence of the effects related to this approach. Drawing on related literature on the quality of creative output, this paper proposes that in the context of a CBM initiative, the integration of customers will improve the quality of the generated output. As indicated by the results of our empirical evaluation, customers are indeed capable of developing high quality business models and are able to outperform company experts when it comes to the task of developing new business models.

New Business Models Sustainability

2021 ◽  
pp. 1-29
Author(s):  
Albérico Travassos Rosário
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Primary Data ◽  
Sustainable Business ◽  
Collection Method ◽  
New Business ◽  
Environmental Concepts ◽  
Political Economic ◽  
New Business Models

Increased global concerns about climate change and environmental degradation have attracted attention to sustainable development strategies. Sustainability involves maintaining ecological balance, requiring organizations to integrate social, political, economic, and environmental concepts in their business models. This research chapter aims to explore the new business models associated with increased awareness of sustainability. Literature review methodology was used as the primary data collection method. Four main new business models were identified, including sustainable business model innovation (SBMI), triadic business model (T-Model), circular business model, and Web 2.0-based business model. Despite the differences in definition and implementation of these modern frameworks, innovation and sustainability remain the central concepts of enhancing value creation and capturing. While these business models aim to enhance organizations' capabilities to optimize new opportunities and overcome challenges, they also aim to improve society and protect the environment.

scholarly journals Fashion Technology and the Development of New Business Models

2017 ◽  
pp. 174-210
Author(s):  
Raphayela Belém Schluep
Keyword(s):  
Technological Innovation ◽  
Business Models ◽  
New Technologies ◽  
Business Model Innovation ◽  
Fashion Industry ◽  
New Business ◽  
Multiple Case ◽  
Complex Extension ◽  
New Business Models

This chapter explores the concept and components of business models and particularly, the technological innovation of predominant business models in the fashion industry associated with the phenomenon of convergence. The main inquiry revolves around how business models in the fashion industry are handling the ongoing challenges and changes of new technologies. This multiple-case study validates that technological convergence is the key to accomplishing business model innovation in the fashion industry. Limitations and further research are considered relevant because of the dynamic and complex extension of this topic and the current lack of published material.

Recommendations to Enhance Communication With Users Through Prototypes and to Assist Open Innovation

2019 ◽  
pp. 147-167
Author(s):  
Thiago Bertolini dos Santos ◽  
Luiza de Castro Olivan ◽  
Luísa Cagica Carvalho ◽  
Lílian Neto Aguiar Ricz ◽  
Janaina Mascarenhas Hornos da Costa
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
New Products ◽  
Innovation Process ◽  
New Business ◽  
Market Needs ◽  
New Business Models

Innovation has been increasingly becoming a major competitive differential for companies. However, innovation alone is not enough. Innovations encompass new products to new business models, but they need well-defined strategies to deliver value according to the market needs and to be well accepted. Innovations looking at differentials for the users should consider their problems, including products and services, so that they can promote solutions to meet the users' expectations. Therefore, the involvement of stakeholders in the innovation process who are beyond the organisation's frontiers, such as users, is important as it allows the inclusion of new abilities, resources, and knowledge in the process of development.

Discovery, Innovation, and Learning in the Mining Business – New Ways Forward for an Old Industry

SEG Discovery ◽  
2011 ◽  
pp. 1-22
Author(s):  
M. Stephen Enders ◽  
Cliff Saunders
Keyword(s):  
Business Models ◽  
New Technology ◽  
Mining Industry ◽  
Accelerated Learning ◽  
New Approach ◽  
New Business ◽  
Business Simulations ◽  
New Business Models

ABSTRACT There is a huge opportunity to develop new business models for the mining industry. Exploration and discovery must be based on a model of cooperation and collaboration rather than competition. Innovation and the development of new technology must be based on what we need to do to transform the business for tomorrow, in addition to what we can do today. Accelerated learning based on business simulations offers an excellent new approach to discovering what needs to be changed, to developing new and creative approaches to actually change our cultures of practice, and to implementing those changes as rapidly as possible. Simply put: we have to change our mindset to change our mine set.

scholarly journals Business Model Representations for Value Creation Through Service information System

2020 ◽  
pp. 61-69
Author(s):  
Ibrahim Suleiman Yahaya ◽  
Aslan Bin Amat Senin ◽  
Maryam M.B Yusuf ◽  
Saleh F A Khatib ◽  
Amina Usman Sabo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Process ◽  
Service Business ◽  
Business Model Canvas ◽  
Service Information ◽  
Technological Advances ◽  
New Business ◽  
Market Opportunities ◽  
New Business Models

Developing new service business - models is an essential task for various companies, driven by technological advances and lucrative market opportunities. To support the innovation process, various methods and techniques have been developed for creating new business models. However, the present business model strategies lack a reflection of market characteristics such as co-creation and as well as contextualization, restricting their appeal for creative service - business - models. The Service, Business Model Canvas “SBMC” will address this shortcoming founded on a combined research framework that pursues to advance the current business - model - representation. Aimed at this reason, a focusing group sessions method was conducted that suggested using the SBMC to design, understand, and evaluate co-creation in dealing business models. Besides, this research offers insights to how business model representations are implemented in the process of product creation.

scholarly journals The Future of mobile operators - New business models

2018 ◽  
Author(s):  
Jovana Mihailovic
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Telecommunication Industry ◽  
Digital World ◽  
Telecommunication Market ◽  
The Future ◽  
New Business ◽  
New Business Models

The aim of this paper is to show rising importance of business model innovation in telecommunication industry. Work gives an overview of telecommunication market, it presents the strategy mobile operators have and challenges they face to adopt to digital world. The main focus is on new business models operators can implement in order to innovate and stay competitive at the market. Cases when operators work in collaboration with startups were analysed and followed by examples from practice. The influence of digitalisation trend on Serbian telecommunication market and how mobile operators respond to it in comparison to other countries were investigated in more detail.

Disruptive Technologies, Innovation and Global Redesign

2012 ◽  
pp. 1-11 ◽  
Author(s):  
Nazrul Islam ◽  
Ndubuisi Ekekwe
Keyword(s):  
Business Models ◽  
Consumer Electronics ◽  
Gaming Industry ◽  
Economic Changes ◽  
Disruptive Technologies ◽  
New Business ◽  
The Rich ◽  
Water Filters ◽  
New Business Models

Innovations from disruptive technologies drive new opportunities through provision of higher-valued products and services. They create new markets and reshape established ones, enabling changes across industries, and consequently impact the competitive landscape through formation of new business models. Disruptive innovations have recently been applied to a wide variety of sectors such as consumer electronics, micro-lending, mobile banking, portable water filters, and cell phones, which continue to capture market share in the global telecommunication industry. Data shows that innovation correlates with better quality of life when it diffuses into societies and economies. The rich nations see it as a way to stave off poverty while the poor ones are depending on it to accelerate economic growth. Indeed, it is the gun-powder of the knowledge world, at firm, nation, and regional levels. This chapter explains how it grasps the demand of a non-mainstream market, survey the unknown market, and over time, lead the whole market, resulting in cultural, social, and economic changes. A closer examination of the five habits, usually associated with the purveyors of innovation, using the gaming industry, the fastest-growing mass media and entertainment industry, is provided.

Are Businesses Washing Consumerism With Green Ideology?

2020 ◽  
pp. 92-109
Author(s):  
Marta Massi ◽  
Caterina Francesca Ottobrini
Keyword(s):  
Business Models ◽  
Innovation Process ◽  
Green Marketing ◽  
Customer Participation ◽  
Consumer Empowerment ◽  
Green Products ◽  
New Business ◽  
Sustainable Marketing ◽  
New Business Models

This chapter reviews the literature on green marketing from the sustainable marketing phase to the latest paradigm of green marketing based on the concept of consumer empowerment and customer-initiated innovation process. In particular, the authors delve into the evolution of green marketing in order to highlight critical contrasts including product-based vs. service-based green marketing approach; top-down (business-initiated) vs. bottom-up (customer-initiated) green-based innovation; physical vs. online distribution of green products/services; positioning and advertising vs. brand co-creation; passive vs. active/empowered role of consumers and focus on customers vs. focus on multiple stakeholders. This chapter illustrates, through a series of cases and consumer insights, the contradictions, and controversies of green marketing. The chapter shows how customer participation and value co-creation, have changed the way green products are consumed and developed, and have forced organizations to adopt completely new business models.

Circular business models in energy sector

2017 ◽  
Vol 18 (2) ◽  
pp. 99-108
Author(s):  
Agnieszka Bielecka
Keyword(s):  
Sustainable Development ◽  
Business Models ◽  
Negative Impact ◽  
Raw Materials ◽  
Energy Sector ◽  
Management Model ◽  
Waste Streams ◽  
New Approach ◽  
New Business ◽  
New Business Models

Circular Economy (CE) is a new approach to sustainable development, which among other promotes sustainable development of new business models of waste streams management in energy sector. In the context of promotion CE solutions (in many strategies and documents of EU and Poland) aimed at efficient use of raw materials and reducing negative impact on the environment, it is necessary for coal based power plant to implement actions in this area. The aim of the article is to evaluate the technological and organizational solutions which make possible the move form linear management model to a circular one and to propose new solutions.

scholarly journals Management and Organization Review Special Issue ‘Business Model Innovation in Transforming Economies’

2017 ◽  
Vol 13 (2) ◽  
pp. 459-462
Author(s):  
Henk Volberda ◽  
Oli Mihalache ◽  
Carl Fey ◽  
Arie Y. Lewin
Keyword(s):  
Business Model ◽  
Business Models ◽  
Theory Development ◽  
Business Model Innovation ◽  
Special Issue ◽  
Bric Countries ◽  
Start Up ◽  
New Business ◽  
Eastern European Countries ◽  
New Business Models

Transforming economies such as the BRIC countries – Ex-Soviet Republics, or Eastern European countries – share national aspirations of becoming innovation economies. These aspirations have stimulated a push for entrepreneurship and experimentation with new ways of doing things. This has created a fascinating context for research on business model innovation, relating to the way incumbent firms adapt their business models or come up with entirely new models. Similarly, new business models may be originated by start-up companies that often are challenging and leapfrogging the ‘tired’ old business models or simply invent new ones. However, research that specifically explores indigenous business model innovation in the context of these transforming economies is still in its early stages. The MOR special issue on ‘Business Model Innovation in Transforming Economies’ aims to address this gap by soliciting research uncovering successful new business models that is indigenous to these economies, as they transition to becoming innovation economies themselves and contribute to strategy and management theory development.

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