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.

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.

Social capital and business model innovation in SMEs: do organizational learning capabilities and entrepreneurial orientation really matter?

2020 ◽  
Vol 24 (1) ◽  
pp. 191-212
Author(s):  
Samar Hayat Khan ◽  
Abdul Majid ◽  
Muhammad Yasir ◽  
Asad Javed
Keyword(s):  
Social Capital ◽  
Organizational Learning ◽  
Business Model ◽  
Entrepreneurial Orientation ◽  
Business Model Innovation ◽  
Content Type ◽  
Mediating Role ◽  
Learning Capabilities ◽  
The Relationship

PurposeThis research aims to concentrate on the important concern that how social capital (SC) influences business model innovation (BMI) in the course of the mediating role of organizational learning capabilities (OLC) and the moderating role of entrepreneurial orientation (EO). In the context of small and medium enterprises (SMEs), this study empirically tested a theoretical model of BMI to advocate a mechanism for the analysis of its significant determinants.Design/methodology/approachIn order to achieve the objective of the research, survey method was utilized, and data were collected from 521 CEOs, MDs and the owners of ICT sector SMEs. Correlation, causal step approach and regression analysis were used to test the proposed model.FindingsFinding of the research advocates that OLC mediate the relationship between SC and BMI. In addition, stronger EO augments the association between OLC and BMI.Practical implicationsThe study adds to the literature by providing insights regarding the impact of SC, OLC and EO on BMI of small firms.Originality/valueThis research enriches the existing knowledge by testing a mediating role of OLC between SC-BMI link and, therefore, makes an important addition to the existing knowledge in the context of SMEs by concentrating on the relationship between SC, OLC, BMI and EO.

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 The role of leadership in business model innovation: a case of an entrepreneurial firm from India

2019 ◽  
Vol 22 (2) ◽  
pp. 70-88
Author(s):  
Abrar Ali Mohammadusman Saiyed
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Model Innovation ◽  
Content Type ◽  
Research Framework ◽  
Entrepreneurial Firm ◽  
Creativity And Innovation ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship between leadership and business model innovation (BMI) in an entrepreneurial firm. From the literature, it was found that the role of a leader in BMI was unexplored. A research framework was created which was the replication of the model created showing the relationship between leadership and innovation. Design/methodology/approach The qualitative single in-depth case study was used to understand the effects of leadership in BMI. The case of an entrepreneurial firm in the graphic and animation education sector from India was chosen to test the research framework. The leader of Xplora Design Skools was observed closely, and he was interviewed multiple times. Findings From the analysis, it was clear that, in this organization, the leader was a trigger for BMI through creating and influencing creativity and innovation in the organization. This case also shows that he was making tangible contribution to the work being done and motivating his employees. These initiatives show his influence on the process or execution of BMI. Originality/value This is the first study explores the role of a leader in BMI in an entrepreneurial firm in emerging economy contexts like India.

scholarly journals Risk Management Practices and Firm Performance with a Mediating Role of Business Model Innovation. Observations from Jordan

2021 ◽  
Vol 14 (3) ◽  
pp. 113
Author(s):  
Munther Al-Nimer ◽  
Sinan S. Abbadi ◽  
Ahmad Al-Omush ◽  
Habib Ahmad
Keyword(s):  
Risk Management ◽  
Firm Performance ◽  
Business Model ◽  
Environmental Performance ◽  
Management Practices ◽  
Business Model Innovation ◽  
Mediating Effect ◽  
Mediating Role ◽  
Nonfinancial Performance

This study focused on scrutinizing the influence of Enterprises Risk Management (ERM) on firm performance with a mediating role of Business Model Innovation (BMI). For the purpose, data from 228 Jordanian firms was collected and analyzed. The results indicated that the ERM practices have a significant influence on BMI and financial firm’s performance. The BMI significantly contributed to the financial and nonfinancial performance, whereas it displayed insignificant effects regarding environmental performance. The BMI fully mediated the relationship between ERM practices and financial performance, where a partial mediating effect was observed for the path between ERM practices and nonfinancial performance, while showed no mediating role between the ERM practices and environmental performance. Economies of countries like Jordan are hereby urged to implement the formal ERM practices and to financially educate their top management teams to apply the BMI to gain first-rate performance. This study also encourages the researchers from other countries to extend this model to their economies to unleash useful insights.

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