scholarly journals Blurring the Lines between Physical and Digital Spaces: Business Model Innovation in Retailing

2020 ◽  
Vol 63 (1) ◽  
pp. 99-117
Author(s):  
Milan Jocevski
Keyword(s):  
Business Model ◽  
Data Analytics ◽  
Retail Store ◽  
Business Model Innovation ◽  
Significant Challenge ◽  
Mobile Channel ◽  
Customer Interaction ◽  
Key Innovation ◽  
Digital Spaces

Traditional retail practices are under stress as retailers ponder various ways of setting up a sustainable omnichannel business model. A significant challenge in their endeavor relates to the blurring lines between physical and digital worlds. This article analyzes three retailers’ exploratory efforts of alternative physical retail spaces. There are five key innovation areas to revamp for such a retail store: in-store technology, the role of sales associates, leveraging a mobile channel, data analytics, and collaborations. Moreover, physical retail space can serve as an aggregation hub that connects various retailer-customer interaction points across physical and digital spaces.

scholarly journals Business Model Innovation and Customer Experience Orientation: The role of Digital Leadership

2018 ◽  
Vol 2 (3) ◽  
pp. 214-218
Author(s):  
Leonardus Wahyu Wasono ◽  
Sasmoko Sasmoko ◽  
Firdaus Alamsjah ◽  
Elidjen Elidjen
Keyword(s):  
Business Model ◽  
Customer Experience ◽  
Business Model Innovation ◽  
Research Model ◽  
Senior Leaders ◽  
Statistical Tool ◽  
Digital Era ◽  
Model Sample ◽  
Leadership Capability

The study proposed three hypothesis on the role of digital leadership on developing business model innovation and customer experience orientation, whether the digital leadership has significant direct and indirect impact on developing business model innovation through customer experience orientation. the study is conducted with unit analysis of Indonesia telecommunication firms with 88 senior leaders were being observed. The results indicated the digital leadership there is a significant impact directly and indirecty through customer experience orientation in formulating business model innovation. The finding has implication for scholar and management in managing digital era, the digital leadership plays significant role that has implication for Indonesia incumbent firms to develop the digital leadership capability in assure managing digital transformation successfully implemented. Further study can be expanded through expand the research model, sample and statistical tool analysis  

scholarly journals Unpacking Business Model Innovation Through an Attention-Based View

M n gement ◽  
2020 ◽  
pp. 38-60 ◽  
Author(s):  
Alexis Laszczuk ◽  
Julie C. Mayer
Keyword(s):  
Longitudinal Study ◽  
Business Model ◽  
Business Model Innovation ◽  
Ongoing Process ◽  
New Business ◽  
New Ideas ◽  
Established Firms

Attention is considered as a critical driver for business model (BM) innovation in established firms, where existing activities already absorb internal actors’ time and effort. Although previous studies acknowledge the role of attention to detect opportunities or to generate new ideas, we still need to understand how actors deal with attentional tensions inherent in the development of a new additive BM. This article addresses this issue by adopting an attention-based view of BM innovation, that is, by examining the forms of attention involved in the process of developing a new BM. Through a longitudinal study in a small consulting company, we unfold an incremental and ongoing process of new BM development. Our findings identify three attentional stages triggered by specific mechanisms that drive BM innovation, from detecting new ideas to their implementation. The attentional perspective we use in this study revises the role of a prevailing BM in the emergence of new business logics in established firms. While previous studies consider it as an impediment for BM innovation, we reveal that actors can develop new BMs by navigating between differentiation and consistency with the prevailing BM.

The Role of Internal Standardization in Business Models

2020 ◽  
pp. 931-953
Author(s):  
Magnus Johansson ◽  
Amalia Foukaki ◽  
Matts Kärreman
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. We develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

The Role of Internal Standardization in Business Models

2019 ◽  
pp. 126-148
Author(s):  
Magnus Johansson ◽  
Matts Kärreman ◽  
Amalia Foukaki
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. The authors develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

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