Role of customer experience in developing co-creation strategy and business model innovation: study on Indonesia telecommunication firms in facing Industry 4.0

2021 ◽  
Vol 28 (1/2) ◽  
pp. 48
Author(s):  
N.A. Elidjen ◽  
Firdaus Alamsjah ◽  
N.A. Sasmoko ◽  
Leonardus Wahyu Wasono Mihardjo
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
Customer Experience ◽  
Business Model Innovation ◽  
Innovation Study

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 The role of high-performance people management practices in Industry 4.0: the case of medium-sized Spanish firms

2020 ◽  
Vol 15 (3) ◽  
pp. 190 ◽  
Author(s):  
Daniel Llinas ◽  
Jesus Abad
Keyword(s):  
Business Model ◽  
Industry 4.0 ◽  
High Performance ◽  
Management Practices ◽  
Business Model Innovation ◽  
Digital Transformation ◽  
Strongly Correlated ◽  
Radar Screen ◽  
The Relationship

Purpose: This paper wants to build the case for the key role of high-performance people management practices in the development of I4.0 in SMEs. The research upon which this paper is based wants to prove that the consolidation of those practices should be a priority for any company willing to embark in this journey. The paper deals specifically with medium-sized Spanish firms which, on top, are already having significant issues with digitization.Design/methodology/approach: The paper starts by digging into the literature to see how past technologies have impacted productivity, followed by a review of the material available on digitization and Industry 4.0. It moves on to explore the relationship between people management practices, productivity and innovation. Finally, the focus is placed on Spanish medium-sized companies, understanding their current levels of consolidation of high-performance people management practices as well as digitization. With all this information, several propositions are posited for validation using the Delphi methodology.Findings: I4.0 is, at its core, about productivity improvements through business process and business model innovation. People management practices are found to be strongly correlated with both productivity and innovation. It has also been found that Spanish medium-sized firms already have a significant initial gap compared to those of other OECD countries not only in productivity, but also people management practices and digitization. The experts seem to agree on the key role of people management practices and that they should be a high priority for any firm seriously thinking about industry 4.0.  This is not to say that strategy or leadership will not play a paramount role in any digital transformation, but to emphasize the fact that the normally-forgotten people management practices will be important enablers in this process.Originality/value: It is believed that  this is a topic that has been mostly neglected in the I4.0 literature. In that sense, the findings of this paper could be relevant for small and medium-sized businesses embarking on the industry 4.0 journey. This will entail a significant investment of time and money and, if the key role of people management practices is not on the radar screen, it may have significant implications for the success of those ventures.

scholarly journals Business Model Innovation of Industry 4.0 Solution Providers Towards Customer Process Innovation

Processes ◽  
2018 ◽  
Vol 6 (12) ◽  
pp. 260 ◽  
Author(s):  
Julian Marius Müller ◽  
Simon Däschle
Keyword(s):  
Empirical Study ◽  
Business Model ◽  
Industry 4.0 ◽  
Process Innovation ◽  
Theoretical Background ◽  
Business Model Innovation ◽  
Process Improvements ◽  
Current State ◽  
State Of Research

The article investigates the role of business model innovation by Industry 4.0 solution providers and their impact on process innovation of their customers. Industry 4.0 solution providers are hereby seen as the enablers and providers of Industry 4.0 technologies, which provide access to several potentials of Industry 4.0 technologies to their customers. In particular, the role of small and medium-sized enterprises (SMEs) that provide solutions that are based on Industry 4.0 technologies for their customers are investigated, which in turn can improve and innovate their own processes. Frist, the article presents an overview of the current state of research and a brief theoretical background. Second, the article bases its findings on an empirical study of 111 Industry 4.0 providers from Germany that are SMEs. Analyzing the results of questionnaires, correlations between Industry 4.0 solutions and two perspectives are examined: benefits for the solution providers and benefits for process improvements and innovations of the customers. Subsequently, the article discusses these findings, closing the article with both managerial and research implications.

scholarly journals A Intervening Role of Co-creation Strategy on Relationship between on Business Model Innovation and Customer Experience

2018 ◽  
Vol 2 (3) ◽  
pp. 181-185
Author(s):  
Leonardus Wahyu Wasono ◽  
Sasmoko Sasmoko ◽  
Firdaus Alamsjah ◽  
Elidjen Elidjen
Keyword(s):  
Business Model ◽  
Significant Role ◽  
Customer Experience ◽  
Business Model Innovation ◽  
Digital Transformation ◽  
Direct Impact ◽  
Incumbent Firm ◽  
Indirect Impact ◽  
Unit Analysis

The Study proposed three hypothesis to assess the direct impact on relation between customer and business model innovation and between customer experience and co-creation strategy, and to assess the indirect impact through intervening role of co-creation strategy on relationship between business model innovation and customer experience. The study has unit analysis of Indonesia telecommunication incumbent firms. The result shows that co-creation strategy plays significant role on relationship between business model innovation and customer experience, while customer experience could not have direct significant impact on developing business model innovation. This finding has implication for incumbent firm in managing digital transformation has to develop collaboration with stakeholder including customer based on the development customer experience to strengthen business model innovation.

scholarly journals Developing Co-creation-driven Innovation: the role of Customer Experience Orientation and Organizational Agility

2019 ◽  
Vol 8 (2S9) ◽  
pp. 719-726
Keyword(s):  
Sample Size ◽  
Business Model ◽  
Customer Experience ◽  
Business Model Innovation ◽  
Organizational Agility ◽  
Statistical Tool ◽  
Organization Model ◽  
Digital Ecosystem ◽  
Ict Industry ◽  
Indirect Impacts

This paper explores the concept of the ‘co-creation-driven innovation’ as part of the service dominant (S-D) logic concept in the digital ICT industry. The platform service becomes critical in order to collaborate and innovate based on organizational agility and customer experience. Co-creation-driven innovation is considered as part of the service dominant development, where a dynamic organization model and customer experience feedback are required in the shaping of business model innovations within the digital ecosystem. The study was performed with a sample size of 175 respondents representing Indonesian telecommunication firms. Smart PLS was used as the statistical tool for analyses. Findings demonstrate that customer experience orientation and organizational agility has a direct impact on digital co-creation and business model innovation. Simultaneous testing of hypotheses shows that customer experience orientation has an indirect influence on business model innovation through co-creation strategy. However, organizational agility does not have any indirect impacts. The study has some limitations in terms of the time period and sample size, therefore suggestions for future studies are included in the paper

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.

Sign in / Sign up

Export Citation Format

Share Document