scholarly journals EXPLORING SKILLS NEEDED FOR DISRUPTIVE DIGITAL BUSINESS

2020 ◽  
Vol 28 (3) ◽  
pp. 83-112
Author(s):  
Dewi Handayani ◽  
Jann Tjakraatmadja ◽  
Achmad Ghazali
Keyword(s):  
Social Interaction ◽  
Business Models ◽  
Education Technology ◽  
Structured Interviews ◽  
Digital Era ◽  
Analytical Thinking ◽  
Start Up ◽  
New Business ◽  
Core Questions ◽  
Start Ups

Research Purpose – In today’s disruptive digital business era, many new business models, such as digital start-ups, have emerged, and this phenomenon needs workers with particular skills. The aims of this preliminary empirical research paper are to explore and identify the skills needed for disruptive digital business in the Indonesian context, particularly in the Jakarta region. Design/methodology/approach – This qualitative study conducted semi-structured interviews with ten respondents from various types of Indonesian start-ups, such as unicorn start-up, financial technology and education technology, that have been in operation four to 12 years. The interviews were based on five core questions with the purpose of exploring respondents’ experience regarding skills needed and challenges faced at work in disruptive digital business. Observation was conducted at the Education Technology start-up office located in Jakarta with an aim to investigate workplace environment, and triangulation was used to validate the interviews’ results. Findings – The results show that (1) innovativeness, (2) leadership skills, (3) social interaction, (4) initiative mindsets, (5) self-disruption, (6) critical thinking, (7) management, and (8) analytical thinking are eight pivotal skills identified for managing disruptive digital business. Practical implications – Innovativeness, leadership and social interaction are the top three skills that are essential for actors in Indonesian digital start-ups to have competitive advantages in this disruptive digital business era. Original/value – This paper explores skills needed for the disruptive digital era in an Indonesian context.

Innovation in the Age of Digital Disruption

2020 ◽  
pp. 752-772
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Universal Language ◽  
Start Up ◽  
New Business ◽  
Worldwide Phenomenon ◽  
Digital Disruption ◽  
Start Ups ◽  
A Company ◽  
New Business Models

Digital disruption is a worldwide phenomenon whereby digital technology brings new business models that disrupt existing markets. Business models have become key to digital disruption, as the universal language of innovation from invention. The latest business models shift from pipeline material flow to knowledge creation in platforms. Open innovation is part of platform business models. Business models are now financed directly, which has created the lean start-up movement. Start-ups enter markets with no barriers and force incumbents to race them with the ability to compete based on business models and match start-up agility and creativity. One of the world's top innovators, Siemens, a company where innovation is strategy, uses the latest tools for innovation: open innovation for technology invention, business models to turn invention into innovation, and finances business models. A large company, Siemens has created an inner structure that intends to bring the advantages of the lean start-up movement indoors.

Innovation in the Age of Digital Disruption

2020 ◽  
pp. 1124-1144
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Universal Language ◽  
Start Up ◽  
New Business ◽  
Worldwide Phenomenon ◽  
Digital Disruption ◽  
Start Ups ◽  
A Company ◽  
New Business Models

Digital disruption is a worldwide phenomenon whereby digital technology brings new business models that disrupt existing markets. Business models have become key to digital disruption, as the universal language of innovation from invention. The latest business models shift from pipeline material flow to knowledge creation in platforms. Open innovation is part of platform business models. Business models are now financed directly, which has created the lean start-up movement. Start-ups enter markets with no barriers and force incumbents to race them with the ability to compete based on business models and match start-up agility and creativity. One of the world's top innovators, Siemens, a company where innovation is strategy, uses the latest tools for innovation: open innovation for technology invention, business models to turn invention into innovation, and finances business models. A large company, Siemens has created an inner structure that intends to bring the advantages of the lean start-up movement indoors.

Innovation in the Age of Digital Disruption

2018 ◽  
pp. 477-497
Author(s):  
Diana Claudia Cozmiuc ◽  
Ioan I. Petrisor
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
Universal Language ◽  
Start Up ◽  
New Business ◽  
Worldwide Phenomenon ◽  
Digital Disruption ◽  
Start Ups ◽  
A Company ◽  
New Business Models

Digital disruption is a worldwide phenomenon whereby digital technology brings new business models that disrupt existing markets. Business models have become key to digital disruption, as the universal language of innovation from invention. The latest business models shift from pipeline material flow to knowledge creation in platforms. Open innovation is part of platform business models. Business models are now financed directly, which has created the lean start-up movement. Start-ups enter markets with no barriers and force incumbents to race them with the ability to compete based on business models and match start-up agility and creativity. One of the world's top innovators, Siemens, a company where innovation is strategy, uses the latest tools for innovation: open innovation for technology invention, business models to turn invention into innovation, and finances business models. A large company, Siemens has created an inner structure that intends to bring the advantages of the lean start-up movement indoors.

Ermittlung und Erschließung der Erfolgspotenziale von Start-ups durch unternehmerisches Controlling

2020 ◽  
Vol 68 (3-4) ◽  
pp. 285-292
Author(s):  
Jochen R. Pampel
Keyword(s):  
Business Models ◽  
Cash Flows ◽  
Resource Scarcity ◽  
Start Up ◽  
New Business ◽  
Professional Requirements ◽  
Technical Innovations ◽  
And Control ◽  
Start Ups ◽  
New Business Models

Zusammenfassung Start-ups versuchen häufig sozio-technische Innovationen in neue Geschäftsmodelle umzusetzen und streben ambitionierte Wachstumsziele an. Beide Ziele rufen nach Controlling. Für dieses sind Besonderheiten wie kurzer Bestand, Finanz- und Ressourcenknappheit, Dominanz immaterieller Vermögenswerte, negative Cashflows, Wachstumsorientierung, Gründerprägung und hohe Eigendynamik prägend. Empirisch beobachtbar stellen Investoren professionelle Anforderungen, üben Gründer im Eigeninteresse Controlling selbst aus und streben nach Professionalisierung des Controllings in späteren Start-up-Phasen. Controlling muss die Etablierung eines neuen Geschäftsmodells begleiten und im Geschäftsentwicklungsprozess Performance und Skalierung sowie Risiken steuern. Abstract Start-ups typically aim to implement socio-technical innovations in new business models and strive for ambitious growth targets. Both tasks call for controlling. Characteristics such as young age, financial resource scarcity, dominance of intangible assets, negative cash flows, growth orientation, stamped by founders, and high momentum are characteristic for this. Empirically observable, investors set professional requirements, founders exercise controlling themselves in their own interest and strive to professionalize controlling in later start-up phases. Controlling must accompany the establishment of a new business model and control performance and scaling as well as risks in the business development process.

scholarly journals Literature review on business prototypes for digital platform

2020 ◽  
Vol 9 (1) ◽  
Author(s):  
Shrutika Mishra ◽  
A. R. Tripathi
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Digital Technologies ◽  
Digital Platform ◽  
New Business ◽  
Start Ups ◽  
The Way

Abstract In today’s world, many digitally enabled start-ups are budding all over the globe because of the fast enhancement in digital technologies. For the establishment of new business, it is necessary to adopt a proper business model which needs to define the way in which the company will provide values and the ways in which the customers can pay for their services. This paper aims to study the various business models being used in today’s marketplace and to provide a better understanding for these business models by having an insight on the attributes.

Service Logic Business Model Canvas for Lean Development of SMEs and Start-Ups

2020 ◽  
pp. 436-463
Author(s):  
Jukka Ojasalo ◽  
Katri Ojasalo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Community ◽  
Service Development ◽  
Model Framework ◽  
Business Plans ◽  
Business Model Canvas ◽  
Start Up ◽  
Service Logic ◽  
Start Ups

Business models have made a breakthrough both in the academic and in business community in the area business development. Old fashioned business plans are in many cases considered as a waste of time and resources. Particularly start-ups and SMEs have a great potential to take advantage of business model approach which allows lean and agile product and service development. However, the existing widely used business model frameworks are lacking the new service logic orientation. They mostly see the world in terms of goods logic. Since all sizes of businesses in all industries are increasingly adopting the service logic or service-dominant logic, there was a clear need to develop a new service logic based business model framework. Based on an extensive empirical study with both practitioners and academics, a new Service Logic Business Model Canvas was developed to fill this need. This chapter explains the theoretical foundations of this framework in SME and start-up context, as well as the framework itself and its application.

Start-Ups and Spin-Offs in Biotechnology Sector in Poland

Biotechnology ◽  
2019 ◽  
pp. 1293-1321
Author(s):  
Anna Białek-Jaworska ◽  
Renata Gabryelczyk
Keyword(s):  
Business Models ◽  
Stock Exchange ◽  
Early Stage ◽  
Global Strategy ◽  
Third Party ◽  
Start Up ◽  
Warsaw Stock Exchange ◽  
Business Line ◽  
Definition Of ◽  
Start Ups

This chapter concerns the subject of research-developmental activity of biotech spin-offs in Poland with particular reference to their strategy, determinants of their development and determinants of their financial standing. In the chapter, the authors analyse the determinants of biotech spin-offs and start-ups development in Poland in the light of the research commercialisation cooperation on the universities-business line. The literature overview contains the definition of a process for the commercialisation of the results of research and development (R&D) activity and components of companies' business models. The chapter defines key activities in the development of business models in the context of the commercialisation process and the life cycle of the company, especially at the start up and early stage. Quality-quantitative analysis includes the business models of seven biotechnology spin-offs traded on the alternative market of the Warsaw Stock Exchange, especially the structure of their intellectual capital, R&D expenses in relation to received subsides and grants, third-party shares in start up equity, and the ability to realise the “Go Global” strategy.

Exploring the role of business relationships in start-ups’ life cycles

IMP Journal ◽  
2018 ◽  
Vol 12 (3) ◽  
pp. 519-543
Author(s):  
Chiara Cantù ◽  
Sepe Giorgia ◽  
Alessandra Tzannis
Keyword(s):  
Life Cycle ◽  
Secondary Data ◽  
Life Cycles ◽  
Business Relationships ◽  
Structured Interviews ◽  
Content Type ◽  
Strategic Resources ◽  
Start Up ◽  
Start Ups

Purpose Differently from previous works that focused on the entrepreneur and on his ability to manage social relationships, the purpose of this paper is to investigate the role of business relationships in the different stages of the life cycle of a start-up. Design/methodology/approach Since the paper aims to explore startups’ evolutionary phenomenon, it adopts a qualitative abductive methodology, presenting an in-depth study of two innovative Italian start-ups. The research is based on two steps. In the first one, the authors collected secondary data from start-ups’ reports and documents, financial indicators (when available) and processed them to understand their background. In the second one, the authors conducted ten semi-structured interviews, including face-to-face interviews, phone interviews and video conferences. Findings The paper presents a relationship-based life cycle model composed of four different stages, depending on the number and role of relationships developed. Indeed, since the beginning, start-ups adopt a relational approach and their evolution involves the shift from the focus on the entrepreneur to the centrality of a network approach based on interconnected relationships. The entering into a new stage of life cycle depends on relationships, mainly based on connected actors and resources shared and combined. Even if a key role is assumed by technology, the main resource is identified in the knowledge concerning the customer/user’s needs that require marketing competencies, human resources, relational capabilities. Thus, the shift from one stage to the next in the start-up’s life cycle is possible thanks to a parallel shift from a focus on the activities to a focus on those strategic and heterogeneous actors that ensure activities. Originality/value In a traditional perspective, the start-up’s life cycle depends on activities, financial resources and revenues, as stated by previous life cycle models. In a different perspective, as depicted in our analysis, the evolution of a start-up depends on the portfolio of their business relationships. The role of business relationships is hence to facilitate the interconnections within specialized key actors, which allow start-ups to access strategic resources. These resources are essential in order to develop the activities that characterize the specific stage of the life cycle.

scholarly journals How entrepreneurs think: financial decisions for the long or short term

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jonas Debrulle ◽  
Johan Maes ◽  
Elliroma Gardiner
Keyword(s):  
Intrinsic Motivation ◽  
Business Performance ◽  
Extrinsic Motivation ◽  
Structured Interviews ◽  
Short Term ◽  
Return On Assets ◽  
Content Type ◽  
Financial Decisions ◽  
Start Up ◽  
New Business

Purpose The purpose of this paper is to suggest that different start-up motivations make entrepreneurs pursue different kinds of new business performance, which in this study are expressed in financial terms (i.e. return on assets). The authors posit that so-called extrinsic motivation urges entrepreneurs to be more short-term oriented, while their intrinsic motivation encourages a longer-term business vision. Additionally, this paper explores how intrinsic and extrinsic entrepreneurship motivations combine and produce financial dilemmas for entrepreneurs. Design/methodology/approach The analyses are based on 300 entrepreneurs across diverse industries in Belgium. Data was collected for this study through structured interviews with entrepreneurs combined with a company questionnaire. Financial data was obtained through a government database. Findings Results confirm that extrinsic entrepreneurship motivation boosts new business short-term financial performance, whereas intrinsic motivation contributes to the firm’s longer-term financial returns. This paper also shows that a mix of intrinsic and extrinsic motivations directs entrepreneurs toward different profitability levels during the organization’s survival and early-establishment phase. Originality/value Research on entrepreneurship has not yet corroborated that motivations can be personally conflicting, thereby saddling the entrepreneur with dilemmas that may manifest into different levels of business performance.

Targeted Support for High-Growth Start-ups: Some Policy Issues

10.1068/c0049 ◽  
2002 ◽  
Vol 20 (2) ◽  
pp. 195-209 ◽  
Author(s):  
David Smallbone ◽  
Robert Baldock ◽  
Steven Burgess
Keyword(s):  
High Growth ◽  
Growth Potential ◽  
Design Development ◽  
Policy Issues ◽  
The United Kingdom ◽  
Support Programme ◽  
East Midlands ◽  
Start Up ◽  
New Business ◽  
Start Ups

Launched in 1999/2000, the new high-growth start-up programme is part of a shift in small and medium-sized enterprise (SME) policy in the United Kingdom away from a narrow focus on supporting established businesses with growth potential, to include start-ups and other types of SME. In this context, the authors consider some of the policy issues surrounding the design, development, and implementation of the new programme, with the aid of results from in-depth research in the East Midlands region. After a brief description of the new enhanced support programme for high-growth start-ups, and the policy context in which it was introduced, the authors review the support needs of this type of business and how the new programme might contribute to addressing these. In the final section they consider some of the wider policy issues raised by the programme in terms of the extent to which: first, effective regional models can be developed to encourage widespread participation by appropriate private sector organisations; second, access to appropriate finance, including seedcorn and venture capital, can be increased for high-growth-potential start-ups; third, universities are able to contribute to the generation of new business activity and become integrated into regional business support infrastructures; and fourth, the enhanced support programme is tuned to the needs of the target group and is effectively delivered.

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