scholarly journals Business model innovation and digitalization: Could ambidexterity be the solution to manage both? – A conceptual framework with propositions

2020 ◽  
Vol 1 (2) ◽  
pp. 8-25 ◽  
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Resource Scarcity ◽  
Business Model Innovation ◽  
Technology And Innovation ◽  
Current Economic Situation ◽  
Digital Disruption ◽  
High Degree ◽  
The Relationship

The current economic situation is in constant flux. Progress in technology and especially the advancement of digital transformation have influenced business endeavors. In this realm, digitalization is closely linked to a high degree of digital disruption and the development of new products, services, and business models. In this paper, we aim to investigate how enterprises simultaneously handle digitalization and business model innovation. We employ an ambidexterity perspective to gain new knowledge and get the traction that is needed to make a conceptual contribution. Thus, a theoretical framing that includes the relationship between business model innovation and digitalization and propositions congruent with our general gestalt of the inquiry will be developed. The results indicate, despite some structural and processual commonalities that digitalization and business model innovation share, the mission to manage both phenomena remains challenging. In particular, some peculiarities inherent in the ambidexterity perspective need to be taken into account. Particularly under the constraints of a high degree of resource scarcity, it is important to strive for sustainable actions that lead to increased value creation and competitive advantage. Thus, this study implements an ambidexterity perspective on the two distinct areas of technology and innovation and provide groundings for further research avenues on ambidexterity and firm performance.

scholarly journals Sustainable business models in the context of innovation

2018 ◽  
Vol 57 ◽  
pp. 01025
Author(s):  
Anna Pilarczyk
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Current Knowledge ◽  
Business Model Innovation ◽  
Energy Industry ◽  
Sustainable Business ◽  
Sustainable Business Models ◽  
The Relationship

This article concerns the relatively new issue of business model present in science for 20 years. A systematic literature review was carried out for the years 2012-2018. In so-doing through additional defining criteria: type of document - article and topic - business model innovation, apart from the main slogan - sustainable business model, 84 articles were identified, out of which 24 documents were selected for the analysis. The study has been divided into two parts, the first discusses the theoretical aspects related to the tools used for designing sustainable business models, as well as the relationship between value creation and innovation. In the second part of the study, the issue of sustainable development was analyzed within selected sectors of the food and energy industry. The article aims to present current knowledge on sustainable business models in the context of innovation in relation to selected industries.

scholarly journals Pushing the Limits using Business Model Innovation a Three Pronged Approach and Lessons Learned

2021 ◽  
Vol 2 (1) ◽  
pp. 24-35
Author(s):  
Ignitia Motjolopane
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Industrial Revolution ◽  
Business Environment ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Revenue Streams ◽  
Reducing Costs ◽  
Model Components

In a constantly changing business environment, with increasing digitisation and fourth industrial revolution blurring the traditional value creation boundaries, companies need to explore ways to push the limits to remain competitive. Business model innovation offers companies the dynamic capability to differentiate business models and find innovative revenue streams while reducing costs. As such, the question arises as to how company may use business model innovation to remain competitive as the world digitises. Based on a literature review and empirical research involving six case studies, a three pronged approach in support of business model innovation is proposed. Business model innovation has the potential to push the limits when company executives and academia focus on the interrelation between drivers, process and components. Moreover, both effective and ineffective practices based on the research are presented. In conclusion, for companies to use business model innovation in pushing the limits, there is need to respond to the business model innovation drivers, adopt a systematic process and change at least one or more business model components and taking into account the interactions between these three concepts. This article may contribute to existing theory in the field of business model innovation and lessons learned from executives that have pushed the limits using business model innovation. Doi: 10.28991/HEF-2021-02-01-03 Full Text: PDF

Examining the effects of governmental networking with environmental turbulence on the geographic searching of business model innovation generations

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Haixu Bao ◽  
Chunhsien Wang ◽  
Ronggen Tao
Keyword(s):  
Business Model ◽  
Large Scale ◽  
Business Models ◽  
Emerging Market ◽  
Business Model Innovation ◽  
Environmental Turbulence ◽  
High Tech ◽  
Content Type ◽  
External Resources ◽  
The Relationship

Purpose This study aims to explore the relationship between geographic search and business model innovation and proposed a contingent framework to focus on how governmental networking and environment turbulence are interdependent moderate the relationship between geographic search and business model innovation. Design/methodology/approach A large-scale questionnaire survey was carried out among the firms in three high-tech parks of the Pearl River Delta, with a total of 287 firms as empirical samples. Hypotheses are tested using ordinary least squares analyzes on hierarchical multiple regression to find out how geographic search can drive business model innovation generations. Findings The empirical results showed that the more frequent geographic search is, the more favorable it is for firms to generate innovative business models, and firms may be more effective in geographic searching and business model innovation with better governmental networking. However, the above relationship may be weakened if the environment turbulence in emerging markets is further considered. It was argued that firms must take into account both the positive effects of governmental networking and the negative effects of environmental turbulence in conducting a geographic search for external knowledge resources to generate innovative business models. The study results showed how and why governmental networking can be a key catalyst for firms to generate innovative business models. Research limitations/implications This study contributes to the business model innovation literature by documenting the large-scale survey evidence that confirms the practicality of geographic search in the business model innovation generations. The findings advance previous studies in the business model innovation by identifying the moderating roles of governmental network and environment turbulence that predict business model innovation behaviors in the emerging market. Practical implications The results indicate that the geographic search can be easily operationalized for external resources acquisitions by managers in generating business model innovation. This has applications for external resource acquisitions on the basis of business model innovation in the emerging China market. In addition, to facilitate the business model innovation generations, the focus should be on critical contingency factors; on the one hand, to promote the continued use of external resources, the focus should be on enhancing benefits such as governmental networking. Originality/value The findings extend existing theory in three ways as the original value. First, the results show that geographic search is an important driver of business model innovation generations in an emerging market context. Second, this study is the first to take organizational learning and open innovation perspective to examine geographic search as a boundary-spanning search of external resources in business model innovation generations. Third, this study also explores the moderator role of governmental network and environmental turbulence on how to strengthen or impair the geographic search and business model innovation generations.

Circular economy business model for smart tourism: the case of Ecobnb

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Pasquale del Vecchio ◽  
Caterina Malandugno ◽  
Giuseppina Passiante ◽  
Georgia Sakka
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Circular Economy ◽  
Business Models ◽  
Business Model Innovation ◽  
Social Implications ◽  
Content Type ◽  
Tourism Management ◽  
Practical Implications ◽  
Smart Tourism

PurposeThe paper aims to shed new light on the process of value creation and business model innovation resulting from circular economy in the context of smart tourism.Design/methodology/approachThe study embraces a qualitative and exploratory approach related to a single case study. Data have been collected through the integration of web-based desk analysis, interviews and social big data analytics.FindingsFindings are related to Ecobnb, a network-based tourism company, coherent with the principles of value creation and business model innovation in the context of circular economy and smart tourism.Research limitations/implicationsThe study allows understanding of how smart tourism and circular economy can represent two important lenses for managing complexity and driving tourism companies and destinations toward sustainable and smart value creation processes.Practical implicationsPractical implications arise for managers and destination makers in terms of innovation of the tourism management and transition of the business models toward a circular configuration.Social implicationsThe study offers social implications by contributing to the dissemination of a culture of sustainability in tourism management and active involvement of local stakeholders in the growth of a tourism destination.Originality/valueThe study provides an original contribution to the debate on tourism by highlighting the obsolescence of traditional models of management in tourism companies and destinations, seen during the recent pandemic emergence, could be solved through the virtuous integration of digital technologies and sustainable approaches.

Family Influence and Digital Business Model Innovation: The Enabling Role of Dynamic Capabilities

2021 ◽  
pp. 104225872199894
Author(s):  
Jonas Soluk ◽  
Ivan Miroshnychenko ◽  
Nadine Kammerlander ◽  
Alfredo De Massis
Keyword(s):  
Business Model ◽  
Dynamic Capabilities ◽  
Positive Relationship ◽  
Business Models ◽  
Family Firms ◽  
Business Model Innovation ◽  
Family Influence ◽  
Environmental Dynamism ◽  
The Relationship

New digital technologies have prompted many firms, including family firms, to innovate their business models. We study the role of dynamic capabilities as mediator in the relationship between family influence and digital business model innovation (BMI), and the moderating role of environmental dynamism. Based on unique survey data from 1,444 German firms with and without family influence, we reveal that knowledge exploitation, risk management, and marketing capabilities mediate the positive relationship between family influence and digital BMI. Surprisingly, and contrary to our assumption, we find that the positive relationship between family influence and dynamic capabilities is weakened rather than strengthened by environmental dynamism. Our findings hold important implications for family business innovation and digital BMI research, offering valuable insights into the role of dynamic capabilities and environmental dynamism in the digital economy.

scholarly journals Research on the Innovation Path of Business Models Based on the Market Orientation

Complexity ◽  
2021 ◽  
Vol 2021 ◽  
pp. 1-9
Author(s):  
Yongmei Ma ◽  
Huafei Wei ◽  
Chuanshuang Hu ◽  
Chenglin Jin
Keyword(s):  
Market Orientation ◽  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Positive Impact ◽  
Business Model Innovation ◽  
Driving Mechanism ◽  
Market Demand ◽  
Market Information ◽  
Environment Change

Current research considers business model innovation as a series of responses to technological change and market environment change. However, in practice, it is often business model innovation that leads to market innovation and subversion and then promotes a new round of iterative product renewal. This is because business model innovation is a value creation activity based on market demand, rather than a technology-oriented innovation behavior. Moreover, since the degree of demand manifestation varies, the degree of its influence on value creation and thus the driving mechanism for business model innovation vary significantly, and the duality of market-oriented theory is introduced to explore how firms go about achieving business model innovation based on different demand characteristics and how the results of firms’ integration of market information work. Through regression analysis of 230 sample enterprises, the results show that both responsiveness and proactive market orientation have a significant positive impact on business model innovation. In contrast, market information integration has a positive regulatory effect on the two groups of relationships.

scholarly journals Blessing or curse: Does digitalization foster business model innovation? Evidence from a quantitative empirical study

2020 ◽  
Vol 1 (2) ◽  
pp. 44-65
Author(s):  
Patrick Ulrich ◽  
Alexandra Fibitz
Keyword(s):  
Empirical Study ◽  
Business Model ◽  
Quantitative Study ◽  
Business Models ◽  
Digital Technologies ◽  
Business Model Innovation ◽  
Digital Transformation ◽  
Business World ◽  
Digital Strategy ◽  
The Relationship

This study analyses whether and how digital transformation affects business models. Digitalization influences businesses regardless of size, industry, and structure. Thus, companies are often forced to rethink their value architecture in order to remain competitive and not vanish from the business world. Therefore, deepening the understanding of the relationship between digitalization and business models is of utmost importance for both practice and academia. We examine the interdependencies of the utilization of digital technologies and the execution of a digital strategy on business model innovation, and the extent to which the digitalization level is influencing this relation. Furthermore, we depict the results from a quantitative study among a sample of 166 German companies. The results indicate that business model innovation is positively influenced by a higher pursuit of digital technologies and the adoption of certain digital strategies. The digitalization cluster further stresses the importance of digital actions for the companies’ sustainability.

scholarly journals Business Model Innovation and the Rise of Technology Giants

2021 ◽  
pp. 159-163
Author(s):  
Geoffrey G. Parker
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Business Model Innovation ◽  
Information And Communications Technology ◽  
Technical Innovation ◽  
Communications Technology ◽  
Dramatic Rise ◽  
Regulatory Scrutiny ◽  
External Actors

AbstractTechnology giants owe much of their success to fundamental improvements in the science and technology of information and communications technology. However, complementary advancements were also necessary, and, much as firms had to learn to incorporate electricity in the last nineteenth and early twentieth centuries, we posit that the giant platforms have learned to harness the contributions of external actors in order to grow more rapidly than would otherwise have been possible. Thus, the drivers of the dramatic rise of the tech giant platform firm can be viewed as a business model innovation as well as a technical innovation. As orchestration business models become better understood, we expect that firms in non-platform sectors are increasingly likely to adapt practices that also allow them to participate in and benefit from external value creation. At the same time, we expect regulatory scrutiny to increase as the power and reach of technology giants increases and their influence is felt across the economy.

The synergetic effect of knowledge management and business model innovation on firm competence

2019 ◽  
Vol 11 (3) ◽  
pp. 362-387 ◽  
Author(s):  
Makhmoor Bashir ◽  
Rayees Farooq
Keyword(s):  
Knowledge Management ◽  
Business Model ◽  
Value Creation ◽  
Synergetic Effect ◽  
Business Model Innovation ◽  
Future Research ◽  
Sustainable Competitive Advantage ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to provide a systematic review of the linkage between knowledge management, business model innovation and firm competence. The study attempts to summarize a few important and essential issues which future research should address. Design/methodology/approach Researchers have conducted an extensive review of the literature covering 50 journals from various databases like Scopus, ProQuest and Emerald. A total of 88 articles from 1997 to 2018 on knowledge management and business model innovation were selected and analyzed. Findings The study found that the integration of knowledge management and business model innovation leads to a sustainable competitive advantage. The relationship between knowledge management, business model innovation and firm competence seems to be fragmented because of various meaning and conceptualizations. The study endeavors to examine the relationship between the dimensions (knowledge acquisition, knowledge conversion, knowledge dissemination, knowledge application and knowledge reuse) of knowledge management and business model innovation (value proposition, assets and capabilities, revenue and cost architecture and actors in business networks). The study highlights that chief knowledge officers have a vital role to play in enhancing knowledge management orientation of a company so that knowledge regarding new ways of value creation and value capture is heard within an organization. Research limitations/implications This study provides a distribution schema of knowledge management and business model innovation articles based on different search criteria by highlighting different future research avenues. The study is believed to serve as a basis and be a valuable tool for researchers to understand the current and future scenarios about knowledge management and business model innovation. Researchers also acknowledge the limitations of this study with regard to exclusive search criteria, which might affect its generalizability. Practical implications The study argues that better knowledge sharing between departments could benefit value creation and therefore drive the organization toward business model innovation which would automatically boost firm competence. The study has made an attempt to highlight the role of Chief Knowledge Officer with regard to business model innovation. Therefore, the proposed model developed in this review will help the organization to better understand the role of knowledge management and business model innovation. Originality/value This is one of the first systematic reviews of knowledge management and business model innovation which provides a detailed understanding of the past and future research on the two.

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