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 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 Business model innovation in SMEs: the role of boundaries in the digital era

2020 ◽  
pp. 1-13 ◽  
Author(s):  
Stefano Garzella ◽  
Raffaele Fiorentino ◽  
Andrea Caputo ◽  
Alessandra Lardo
Keyword(s):  
Business Model ◽  
Business Model Innovation ◽  
Digital Era

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.

Collaboration in Business Model Innovation

2019 ◽  
pp. 567-586
Author(s):  
Raphael Amit ◽  
Xu Han ◽  
Christoph Zott
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Extant Literature ◽  
Digital Era

This chapter addresses the role of collaboration in the design and operation of innovative business models in the digital era. It surveys and builds on a broad range of related literatures on collaboration and innovation to examine how collaboration affects business model innovation (BMI). The chapter suggests that collaboration within and across firms’ boundaries shapes both the design and operation stages of BMI. It contributes to the extant literature by taking the first step toward explicitly examining the link between collaboration and BMI and by incorporating the ramifications of digitization for both collaboration and BMI.

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.

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