A Review of Research of Coordination Approaches in Distributed Production Systems

2013 ◽  
pp. 93-112
Author(s):  
Paolo Renna
Keyword(s):  
Operational Research ◽  
Chemical Engineering ◽  
Business Models ◽  
Production Systems ◽  
Revenue Sharing ◽  
Future Research ◽  
Manufacturing Enterprises ◽  
New Business ◽  
Distributed Production

The increasing of global competition and the need for rapid response to market changes drive manufacturing enterprises to adopt new business models. This chapter examines the recent years of research developed in the field of coordination approaches to support distributed production systems. The papers discussed concern the period of 2004-2010 published in international ISI journals. The research articles are classified according to nine fields of research: operational research models; collaborative architecture; negotiation and bargaining models; capacity exchange; revenue sharing; chemical engineering; electronic approach; general review; case study. The analysis of the literature highlights that the articles are distributed uniformly over the years analyzed. The most fields investigated are the collaborative architecture and operational research models, while emerging fields are the chemical engineering and revenue sharing based approaches. The discussion underlines the limitation of the literature and suggests the directions for future research.

scholarly journals Pursuing Frugal Innovation for Sustainability at the Grassroots Level

2021 ◽  
pp. 1-8
Author(s):  
Mokter Hossain ◽  
Jarkko Levänen ◽  
Marleen Wierenga
Keyword(s):  
Developing Countries ◽  
Environmental Sustainability ◽  
Business Models ◽  
Business Strategies ◽  
Future Research ◽  
Frugal Innovation ◽  
New Business ◽  
Grassroots Level ◽  
Societal Problems ◽  
New Business Models

ABSTRACT Firms are often criticized for their reluctance to embrace sustainability in their business strategies. Frugal innovation is a recent concept that represents a new way for firms to serve underserved customers in developing countries while also promoting sustainability. Based on three cases of frugal innovation at the grassroots level in India, this article demonstrates how frugal innovation presents a promising way to tackle some of today's pressing societal problems with new business models. We use a range of parameters for economic, social, and environmental sustainability to strengthen the case for frugal innovation. This article attempts to inspire scholars to consider frugal innovation further in their future research endeavors and encourage firms to integrate it into their existing business models.

scholarly journals In Search of the Optimal Venture-to-Capital (V2C) Business Model

2011 ◽  
Vol 2 (6) ◽  
Author(s):  
Tommi Rasila
Keyword(s):  
Capital Investment ◽  
Best Practice ◽  
Business Models ◽  
Future Research ◽  
Venture Capital Investment ◽  
New Business ◽  
Target Company ◽  
Operating Space ◽  
A Company ◽  
New Business Models

This paper illustrates the differences between traditional and emerging business models in the recently identified Venture-to-Capital (V2C) area. This area refers to the stage in the development of a company when it is between Venture and Capital, ie. before the idea or the venture is eligible for Venture Capital investment. Many entities exist to assist companies in the V2C operating space. Most obvious taxonomy of the V2C players includes Incubators, Advisors, Business Angels and Classic/Seed VC. All these have different business models, including motive, contribution, incentive and revenue model. There is, however, a large number of new operatives in this field which do not quite fit this traditional taxonomy.In this study, a number of these new operatives are examined and their business models outlined. When comparing the traditional and new business models, three observations are made as conclusions: New models are hybrids of traditional models with only some new features; Contributing intellectual capital in the sense of sweat capital or business knowledge is seen as a key requisite; Trend goes towards obtaining equity interest in the target company for upside potential in the compensation. This study paves way to future research in creating new taxonomy for Venture-to-Capital operatives and delineating a best practice to the practitioners in the field.

Digital Convergence and Horizontal Integration Strategies

2013 ◽  
pp. 1579-1607
Author(s):  
Troy J. Strader
Keyword(s):  
Business Models ◽  
Future Research ◽  
Horizontal Integration ◽  
Digital Product ◽  
Integration Strategy ◽  
Digital Convergence ◽  
New Business ◽  
Integration Strategies ◽  
Industry Integration ◽  
Online Intermediary

Digital technology is unique in that it enables convergence of access devices and content as well as convergence of industry participant operations and strategy. This digital convergence creates opportunities, and threats, for developing new business models and unique growth strategies for digital product companies. The purpose of this chapter is to discuss examples where digital product companies have taken advantage of digital convergence through horizontal integration strategies that enable them to create unique mixes of products/services and reach larger markets. Actual horizontal integration strategy examples are discussed for several industries where products are in a digital form. In addition, potential cross-industry integration strategies and online intermediary (cybermediary) strategies are identified along with tactical level strategies for mass customization and use of interactivity tools and social networking. Strategic alternatives for introduction, growth, and maturity lifecycle stages are also discussed. The rationale for these strategies and implications for managers of digital product companies are discussed along with directions for future research.

Business Model

2012 ◽  
pp. 100-131 ◽  
Author(s):  
Arash Najmaei
Keyword(s):  
Business Model ◽  
Mental Model ◽  
Business Models ◽  
Disruptive Innovation ◽  
Future Research ◽  
Disruptive Technology ◽  
New Business ◽  
Managerial Implications ◽  
Established Firms ◽  
Strategic Logic

Today’s world of business is increasingly witnessing exemplary firms which introduce new business models, exploit new markets and disrupt established firms in order to create a unique competitive position. Although the theoretical and conceptual posture of this phenomenon is well grounded and explained in the extant literature on disruptive innovation, little is known about strategic logic of this phenomenon. In other words, the managerial paradigm or cognitive and mental model that underlies the orchestration of micro- and macro-organizational mechanisms of a disruptive move, such as market and technological knowledge, have surprisingly received little attention. In this sense, an analytical review of literature suggests that strategic logic of a disruptive technology can be well presented through the lens of business model (BM) and its innovation. Accordingly, it is argued that business model represents a mental model which underlines activities such as acquisition of market and technological insights, opportunities and requisite actions required for transforming a disruptive idea into a disruptive market movement. This view offers new insights into the study of disruptive phenomenon. It addresses the managerial (i.e. mental model) underpinnings of disruptiveness, instead of market, economical and technological dimensions. Business model innovation (BMI) is a disruptive change in the core logic of value creation and capture. It is a value-revolutionizing framework which explicitly delineates the strategic processes of a disruptive strategy. Thus, it is essentially a paradigm for strategizing the craft of disruptive innovation (technology). Given this view, this chapter conceptually explicates this contour and shows how BMI effectuates a disruptive technological phenomenon by presenting four propositions. Finally theoretical and managerial implications of this view are illuminated in order to furthering the practice and enhancing future research in this growing field of inquiry.

scholarly journals Measurable Effects of Metropolitan Gas Purchasing Group in the Light of Gas Market Functioning in Poland

Resources ◽  
2020 ◽  
Vol 9 (4) ◽  
pp. 36
Author(s):  
Karolina Mucha-Kuś
Keyword(s):  
Market Structure ◽  
Business Models ◽  
Market Liberalization ◽  
Positive Effects ◽  
A Value ◽  
New Business ◽  
Gas Market ◽  
Purchasing Group ◽  
New Business Models

As a result of the gas market liberalization, new business models are emerging and one that brings positive effects to market players is purchasing group functioning. This paper adopts the approach of gas market review and provides a synthesis of its functioning in Poland. The review focuses first on the frameworks of the process of gas market liberalization. Next, the author presents gas market structure and lists and comments on its components. Then, the main characteristics of the market are discussed. The author presents a case study of the Metropolitan Gas Purchasing Group—the largest gas purchasing group in Poland with the volume reaching almost 225 GWh of purchased gas. As a result, the author highlights the effects of this coopetitive strategy which reached a value of PLN 3,000,000.

Innovative Business Models in Digital Firms

2020 ◽  
pp. 79-98
Author(s):  
Patrizia Accordino ◽  
Tindara Abbate ◽  
Daniela Rupo ◽  
Raffaella Coppolino ◽  
Elvira Tiziana La Rocca
Keyword(s):  
Sustainable Development ◽  
Business Models ◽  
Service Innovation ◽  
Future Research ◽  
Great Opportunity ◽  
Use Of Services ◽  
Development Goals ◽  
New Perspective

The 17 Sustainable Development Goals (SDGs) of the United Nations 2030 Agenda for Sustainable Development intends to improve efforts of governments, societies, and companies to deal with major social and environmental problems affecting contemporary societies. From a business perspective, companies can find a propulsive boost of innovation looking at different models of production and use of services/products. This new perspective is radically changing the ways companies and consumers interact, and the role of companies in supporting the achievement of SDGs through service innovation is becoming pervasive. In addition, the emerging digital economy represents a great opportunity opening up to sustainability-oriented service innovation and firms are developing their competitive advantage based on the introduction of new digital business models. This chapter explores this issue through an explorative case study based on the MyTaxi business model. Implications for managers and researchers and opportunities for future research are highlighted.

Convergence and digital fusion lead to competitive differentiation

2019 ◽  
Vol 26 (3) ◽  
pp. 707-720
Author(s):  
Ashish Thomas
Keyword(s):  
Business Models ◽  
Business Processes ◽  
Growth Strategies ◽  
Content Type ◽  
Business Operations ◽  
Digital Convergence ◽  
Global Banking ◽  
New Business ◽  
New Business Models

Purpose Organizations are consistently seeking innovative strategies and novel pathways to enhance business processes and create differentiation. The global business ecosystem is changing and there is growing demand for multi-modal digital technologies, big data consolidation and data analytics to harness a cost-competitive agile system. Technological convergence and integration of digital systems is one of the preferred methodologies that facilitates new and effective workflows and revives business processes. The progressive interlinking of digital technologies with business operations leads to the convergence and blending of management disciplines, devices and applications. The growing inconsistencies in managerial understanding regarding the benefits of convergence prompts a comprehensive examination of digital convergence pathways, identifying the impacts on converging entities and business objectives. The State bank of India (SBI) mega-merger case study was selected to investigate the pragmatic framework of digital convergence and to understand the impacts on interlinked entities such as: business operations, strategic management, project team that support value creation and competitive differentiation. The purpose of this paper is to focus on the phenomena of techno-fusion of emerging technologies creating new opportunities, business models and unique strategies for global banking and financial service organizations. Design/methodology/approach This study applies the qualitative, inductive research method using critical reflection of before and after the implementation of convergence and digital integration strategies. The SBI case study employs this research strategy based on the premise that banks must stay agile and highly responsive to the changing environment to enhance its value proposition and competitive differentiation objectives. The study methodology incorporates cooperative inquiry and multiple levels of analysis using data collection techniques of exhaustive review of archives, informal interviews, questionnaires and observations to identify the synergistic process improvement pathway. The study is grounded on the concept that the convergence of diverse business pathways involves innovative and interlinked project, strategic and information technology (IT) workflows that results in open innovative systems. Findings The studies identify that organizational innovation and creative solutions are a result of ecosystem turbulence, environmental force diversity, competitive pressure and the need for differentiation. Organizations that harness the power of digital fusion and convergence of management, systems and data generate a competitive advantage. The technological convergence strategy pulls multiple business and technology processes (project, strategic, IT, Cloud, AI and business process management) at the organizational, divisional or functional level generating new opportunities and threats, new business models and unique growth strategies for global banking and financial services organizations. Organizations that fully integrate techno-fusion of business and digital strategies produce synergistic effects and enhance adaptability, innovation and resiliency in the face of competitive challenges. Research limitations/implications Additional areas that can be explored further as an extension of this study are listed below: identifying factors to improve the speed of convergence; the current results are limited to large size organizations where formal management and technology functions are distinctive. Similar studies on smaller organizations are warranted. Originality/value This study focuses on the evolving field of technology innovation, which is increasingly being intertwined with business operations. Innovative digital technology is enabling the convergence of the disciplines of management, digital devices and applications. This facilitates the creation of a pragmatic framework that supports convergence of business operations, strategic management and digital fusion which leads to value creation and competitive differentiation. The techno-fusion of emerging technologies and digital strategies generates new opportunities and threats, new business models and unique growth strategies for organizations.

Critical Success Factors in the Adoption of Technologies in Education in Higher Education

2016 ◽  
Vol 6 (1) ◽  
pp. 29-41
Author(s):  
Anabela Mesquita ◽  
Paula Peres
Keyword(s):  
Higher Education ◽  
Distance Learning ◽  
Success Factors ◽  
Business Models ◽  
Future Research ◽  
Adoption Of Technology ◽  
Critical Success ◽  
New Business ◽  
The Moment ◽  
New Business Models

Distance learning has evolved a lot since the moment students received materials by mail and as regular correspondence. At that time, students worked already at their own pace and concluded training according to their professional work and agenda. Today, although courses by correspondence still exist, they are being quickly replaced by distance learning. And the success of this format of education are at the basis of the emergence of different offers and new business models. The success of adoption of technology depends on several factors related with the organization where it is implemented and with the individuals involved. In this paper, the authors will present a case, the evolution of the solutions offered concerning distance learning in the school under study, the actual offers and the concerns for the future. The authors will identify the factors that enabled or constrained this evolution. They will also raise some questions that are still unanswered and will point out some clues for future research.

CIRCULAR ECONOMY DRIVEN INNOVATIONS WITHIN BUSINESS MODELS OF RURAL SMEs

2019 ◽  
Vol 6 ◽  
pp. 520 ◽  
Author(s):  
Inga Uvarova ◽  
Dzintra Atstaja ◽  
Alise Vitola
Keyword(s):  
Circular Economy ◽  
Business Models ◽  
Data Gathering ◽  
Primary Data ◽  
Efficient Production ◽  
Theory Approach ◽  
New Business ◽  
Limited Scale ◽  
Grounded Theory Approach

The competitiveness of rural SMEs is low due to economic inefficiency and the lack of innovations. The main challenges faced by rural SMEs are the limited scale, the distance form larger sales markets, R&D and business support institutions, and the lack of innovative spirit. The circular and bio-economies are shaping the rural SMEs towards the environmentally friendly and eco-efficient production, the minimization of the generation of waste and less use of natural resources. This potential of the adoption of new business models within rural SMEs is not fully observed.The aim of this research is to analyse the opportunities of rural SMEs in introducing the innovative business models driven by the circular economy. This research explores the innovative business models of rural SMEs that transform the environmental challenges in business opportunities and keep a balance with the growing consumption needs. The results of the research are of both theoretical and practical value, providing recommendations for facilitation of innovative business models within rural SMEs. The research methods: desk research, statistical analysis, a grounded theory approach, case study, primary data gathering through seven focus groups with more than 200 stakeholders from six European countries.  

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