The Role of Intellectual Capital in Business Model Innovation

2013 ◽  
pp. 76-121 ◽  
Author(s):  
Göran Roos
Keyword(s):  
Empirical Study ◽  
Business Model ◽  
Intellectual Capital ◽  
Business Models ◽  
Manufacturing Firms ◽  
Business Model Innovation ◽  
Model Framework ◽  
Medium Cost ◽  
Short Time

The Australian Manufacturing Environment has over a short time changed from being low or medium cost to becoming high cost. In the previous environment, success could be achieved through imitation and efficiency focus whereas in the new environment efficiency becomes a table stake where the basis for success becomes innovation. Innovation requires enablers, strategy, and management systems to deliver, and the innovative focus must be on both value creating innovations and value appropriating innovations. One of the key tools in appropriating value is business models. The effectiveness of business model innovations to manufacturing firms in this changed environment is investigated, and it is found that business model innovations are highly effective but that the dimensions expressed in the literature, which mainly focuses on ICT-based or dependent firms, are insufficient for manufacturing firms. Based on the literature and the empirical study, an improved business model framework is proposed.

Public Organizations and Business Model Innovation

2017 ◽  
pp. 47-72 ◽  
Author(s):  
Mateusz Lewandowski
Keyword(s):  
Quality Of Life ◽  
Public Sector ◽  
Business Model ◽  
Public Services ◽  
Business Models ◽  
Public Organizations ◽  
Business Model Innovation ◽  
Model Framework

Improvement of public services and raising the citizens' quality of life is one of the biggest concerns of public sector. Changing the way public organizations operate could support such an improvement. In this regard, business model framework is an emerging field of research that could shed some new light. Yet, in case of public organizations, business model innovation remains heavily underexplored. The purpose of this chapter is threefold, to indicate and discuss the opportunities of adapting the business model innovation theory to public organizations, to conceptualize its theoretical framework, and to explore the role of public service design in the process of innovating public sector business models.

Public Organizations and Business Model Innovation

2020 ◽  
pp. 1404-1428
Author(s):  
Mateusz Lewandowski
Keyword(s):  
Quality Of Life ◽  
Public Sector ◽  
Business Model ◽  
Public Services ◽  
Business Models ◽  
Public Organizations ◽  
Business Model Innovation ◽  
Model Framework

Improvement of public services and raising the citizens' quality of life is one of the biggest concerns of public sector. Changing the way public organizations operate could support such an improvement. In this regard, business model framework is an emerging field of research that could shed some new light. Yet, in case of public organizations, business model innovation remains heavily underexplored. The purpose of this chapter is threefold, to indicate and discuss the opportunities of adapting the business model innovation theory to public organizations, to conceptualize its theoretical framework, and to explore the role of public service design in the process of innovating public sector business models.

Public Organizations and Business Model Innovation

2020 ◽  
pp. 1917-1942
Author(s):  
Mateusz Lewandowski
Keyword(s):  
Quality Of Life ◽  
Public Sector ◽  
Business Model ◽  
Public Services ◽  
Business Models ◽  
Public Organizations ◽  
Business Model Innovation ◽  
Model Framework

Improvement of public services and raising the citizens' quality of life is one of the biggest concerns of public sector. Changing the way public organizations operate could support such an improvement. In this regard, business model framework is an emerging field of research that could shed some new light. Yet, in case of public organizations, business model innovation remains heavily underexplored. The purpose of this chapter is threefold, to indicate and discuss the opportunities of adapting the business model innovation theory to public organizations, to conceptualize its theoretical framework, and to explore the role of public service design in the process of innovating public sector business models.

Public Organizations and Business Model Innovation

2020 ◽  
pp. 767-791
Author(s):  
Mateusz Lewandowski
Keyword(s):  
Quality Of Life ◽  
Public Sector ◽  
Business Model ◽  
Public Services ◽  
Business Models ◽  
Public Organizations ◽  
Business Model Innovation ◽  
Model Framework

Improvement of public services and raising the citizens' quality of life is one of the biggest concerns of public sector. Changing the way public organizations operate could support such an improvement. In this regard, business model framework is an emerging field of research that could shed some new light. Yet, in case of public organizations, business model innovation remains heavily underexplored. The purpose of this chapter is threefold, to indicate and discuss the opportunities of adapting the business model innovation theory to public organizations, to conceptualize its theoretical framework, and to explore the role of public service design in the process of innovating public sector business models.

The Role of Internal Standardization in Business Models

2020 ◽  
pp. 931-953
Author(s):  
Magnus Johansson ◽  
Amalia Foukaki ◽  
Matts Kärreman
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. We develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

The Role of Internal Standardization in Business Models

2019 ◽  
pp. 126-148
Author(s):  
Magnus Johansson ◽  
Matts Kärreman ◽  
Amalia Foukaki
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. The authors develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

Government policy implications of intellectual capital: an Australian manufacturing case study

2015 ◽  
Vol 16 (2) ◽  
pp. 364-389 ◽  
Author(s):  
Göran Roos ◽  
Allan O'Connor
Keyword(s):  
Policy Implementation ◽  
Business Model ◽  
Intellectual Capital ◽  
Business Models ◽  
Manufacturing Firms ◽  
Policy Implications ◽  
Potential Contribution ◽  
Manufacturing Firm ◽  
Content Type ◽  
Resource Deployment

Purpose – The purpose of this paper is to report on an industry policy implementation case involving around 30 manufacturing firms, where the intellectual capital (IC) lens, and especially the intellectual capital navigator (ICN) approach, was found to be very useful for evaluating alternative servitisation strategies. Servitisation is a form of business model innovation and as such involves restructuring the firm’s resource deployment system including its IC resources. Design/methodology/approach – The ICN was one of several methods and themes used by a sample of manufacturing firms during a 12 month period. Data capture were through video filming, observation, and formal interviewing during and after the interventions. Findings – The ICN is considered to be the third most valuable theme in a strategic and operational servitisation programme for manufacturing firms, primarily in the domain of effectiveness evaluation of alternative resource deployment strategies and as such should be one of the key dimensions in a business model template for manufacturing firms that aim to servitize. This research also illustrates the usefulness of the intellectual capital lens in the policy implementation process. Research limitations/implications – The findings of this study is limited to the servitization process of SME manufacturing firms in an Anglo-Saxon operating environment which very rapidly have gone from low to high cost. Originality/value – The development of service-oriented business models for manufacturing firms suffers due to traditional business model frameworks not having a high relevance for servitising manufacturing firm. Consequently it is important to understand the potential contribution that the IC lens through the ICN can make in the servitisation process.

The Role of Internal Standardization in Business Models

2020 ◽  
pp. 491-512
Author(s):  
Magnus Johansson ◽  
Amalia Foukaki ◽  
Matts Kärreman
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. We develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

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.

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