Foundation, Status Quo, and Future Trends of the Business Model Innovation Process Knowledge Base

PurposeMore and more enterprises have realized the importance of business model innovation. However, the model tools for it are still scarce. There is a clear research gap in this academic field. Therefore, the aim of this study is to put forward a visual business model innovation model.Design/methodology/approachThe scientific literature clustering paradigm of grounded theory is used to design business model innovation theory model (BMITM). BMITM and the business model innovation options traced back from 870 labels in the grounded process are integrated into a unified framework to build the business model innovation canvas (BMIC).FindingsBMIC composed of three levels and seven modules is successfully developed. 145 business model innovation options are designed in BMIC. How to use BMIC is explained in detail. Through the analysis of innovation hotspots, the potential business model innovation directions can be found. A new business model of clothing enterprises using 3D printing is innovated with BMIC as an example.Research limitations/implicationsCompared with the previous tools, BMIC owns a clearer business model innovation framework and provides a problem-oriented business model innovation process and mechanism.Practical implicationsBMIC provides a systematic business model innovation solution set and roadmap for business model innovation practitioners.Originality/valueBMIC, a new tool for business model innovation is put forward for the first time. “Mass Selection Customization-Centralized Manufacturing” designed with BMIC for the clothing enterprises using 3D printing is put forward for the first time.

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Open Innovation

Human-Computer Interaction and Technology Integration in Modern Society - Advances in Human and Social Aspects of Technology ◽

10.4018/978-1-7998-5849-2.ch003 ◽

2021 ◽

pp. 42-75

Author(s):

Hakikur Rahman

Keyword(s):

Business Model ◽

Technological Innovation ◽

Open Innovation ◽

Organizational Innovation ◽

Service Innovation ◽

Innovation Process ◽

Disruptive Innovation ◽

Business Model Innovation ◽

Contemporary World ◽

Operational Management

While talking about successful entrepreneurship and value addition within an enterprise through innovation, one could comprehend that the innovation paradigm has been shifted from simple introduction of new thoughts and products to accumulation of diversified actions, actors, and agents along the process. Furthermore, when the innovation process is not being constrained within the closed nature of it, the process takes many forms during its evolution. Innovations have been seen as closed innovation or open innovation, depending on its nature of action, but contemporary world may have seen many forms of innovation, such as technological innovation, products/service innovation, process/production innovation, operational/management/organizational innovation, business model innovation, or disruptive innovation, though often they are robustly interrelated.

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Business Model Innovation: Process and Tools for Service Transformation of Industrial Firms

Procedia CIRP ◽

10.1016/j.procir.2017.03.056 ◽

2017 ◽

Vol 64 ◽

pp. 103-108 ◽

Cited By ~ 6

Author(s):

Federico Adrodegari ◽

Theoni Pashou ◽

Nicola Saccani

Keyword(s):

Business Model ◽

Innovation Process ◽

Business Model Innovation ◽

Industrial Firms

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The evolution of facility management business models in supplier-client relationships

Journal of Facilities Management ◽

10.1108/jfm-05-2017-0022 ◽

2018 ◽

Vol 16 (1) ◽

pp. 38-53 ◽

Cited By ~ 6

Author(s):

Giulia Nardelli ◽

Risto Rajala

Keyword(s):

Business Model ◽

Business Models ◽

Innovation Process ◽

Facility Management ◽

Business Model Innovation ◽

Structured Interviews ◽

Content Type ◽

Client Relationships ◽

New Thinking ◽

Over Time

Purpose The purpose of this paper is to improve the current understanding of business model innovation by outlining how business models unfold over time within supplier–client relationships in facilities management (FM) services. Design/methodology/approach This study of FM services in Denmark consists of an explorative case study and three case studies of FM clients. Both phases, related and overlapping, involved collection and analysis of in-depth, semi-structured interviews and archive data. Findings Findings show that business model innovation entails interorganisational collaboration across different phases of the innovation process. The research demonstrates that external orientation within FM service ecosystems involves both a reaction to changes in the external environment and the proactive involvement of stakeholders throughout business model innovation. Research limitations/implications The selection of business model innovation processes was limited to the Danish context. The sample, although heterogeneous and representative, represented only a fraction of the total population, which may have excluded processes of business model innovation that contradict the research. Practical implications This paper suggests that by observing the business models of the value network over time, organisations could learn from the interdependencies between intra- and interorganisational stakeholders, thereby supporting the monitoring of risks and uncertainties as well as the anticipation of potential consequences of changes in the ecosystem. Originality/value This paper introduces new thinking on the subject of business model innovation to the context of FM. It presents the external orientation of FM business models as a way to combine planned and emergent business model innovation through interorganisational collaboration and value creation in FM ecosystems.

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ONE SIZE DOES NOT FIT ALL — UNDERSTANDING THE FRONT-END AND BACK-END OF BUSINESS MODEL INNOVATION

International Journal of Innovation Management ◽

10.1142/s1363919613400021 ◽

2013 ◽

Vol 17 (01) ◽

pp. 1340002 ◽

Cited By ~ 58

Author(s):

FRANZISKA GÜNZEL ◽

ANNA B. HOLM

Keyword(s):

New Product Development ◽

Business Model ◽

Business Models ◽

Innovation Process ◽

Business Model Innovation ◽

Central Research ◽

News Production ◽

Front End ◽

Digital News ◽

Development Literature

Business model innovation is becoming a central research topic in management. However, a lack of a common understanding of the nature of the business model leads to disregarding its multifaceted structure when analyzing the business model innovation process. This article proposes a more detailed understanding of the business model innovation process by drawing on existing knowledge from new product development literature and examining the front-end and the back-end of business model innovation of three leading Danish newspapers. We studied how changes introduced during the development of digital news production and delivery have affected key components of these business models, namely value creation, proposition, delivery and capture in the period 2002–2011. Our findings suggest the need to distinguish between front-end and back-end business model innovation processes, and to recognize the importance of organizational learning when incumbents are faced with disruptive technologies.

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Overcoming hierarchy in business model innovation: an actor-oriented approach

European Journal of Innovation Management ◽

10.1108/ejim-10-2019-0307 ◽

2020 ◽

Vol ahead-of-print (ahead-of-print) ◽

Author(s):

Paolo Di Toma ◽

Stefano Ghinoi

Keyword(s):

Experiential Learning ◽

Business Model ◽

Innovation Process ◽

Network Evolution ◽

Business Model Innovation ◽

Quadratic Assignment ◽

Organizational Networks ◽

Network Data ◽

Learning Mechanisms ◽

Content Type

PurposeBusiness model innovation is a key element for firms' competitiveness. Its development can be supported by the establishment of an actor-oriented scheme to overcome hierarchical structures. The actor-oriented scheme is characterized by intra-organizational networks of relationships that can be established and dissolved between individuals. However, we lack an empirical perspective about its establishment; therefore, the purpose of this research is to advance our understanding of intra-organizational networks for supporting business model innovation.Design/methodology/approachIndividuals create and manage knowledge aimed to innovate the business model through cognitive search and experiential learning mechanisms. Knowledge is spread within organizations by using intra-organizational advice networks, whose patterns reflect the presence of an actor-oriented scheme. This work applies social network analysis to network data from a multi-unit organization specializing in personal care services. We use a Logistic Regression-Quadratic Assignment Procedure to analyze intra-organizational network data on managers' advice exchange related to the learning modes of cognitive search and experiential learning.FindingsOur research empirically identifies the main elements of an actor-oriented scheme in a business model innovation process. We find that managers are able to self-organize, because they are not influenced by their organizational roles, and that commons for sharing resources and protocols, processes and infrastructures enable advice exchange, thus showing the presence of an actor-oriented scheme in business model innovation process.Research limitations/implicationsThis research is based on a cross-sectional database. A longitudinal study would provide a better understanding of the network evolution characterizing the innovation process.Practical implicationsThe results of our study support organizational decision-making for business model innovation.Originality/valueThis study provides empirical evidence of how an actor-oriented scheme emerges in a business model innovation process.

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