How to Create a Breakthrough Innovation

2020 ◽  
pp. 1891-1916
Author(s):  
Raphael Kling David
Keyword(s):  
Business Model ◽  
Modern Society ◽  
Disruptive Innovation ◽  
Incremental Innovation ◽  
Future Research ◽  
Research Methodologies ◽  
Technology Roadmapping ◽  
Business Model Canvas ◽  
Globalized World ◽  
Breakthrough Innovation

We are witnessing the biggest transformation in the technology in the modern society increasing dramatically the data usage, more efficient services, and customized product/services. In the globalized world, the traditional incremental innovation, in some cases, might not be enough to defeat the competition and make a successful business in the long term. In order to compete in a competitive market, the entrepreneurs constantly look for new ways to create a breakthrough innovation. The aim of this chapter is to discuss disruptive innovation and strategies for creating disruptive business combining futures research methodologies with business model framework. In order to meet the objective, an analysis of state of art has been carried out providing an overview of disruptive Innovation and the main “future research” methodologies (Delphi method, casual layered analysis, scenario method, and technology roadmapping). A combined model of technology roadmapping methodology with business model canvas is proposed to model disruptive innovation and a case study is presented.

How to Create a Breakthrough Innovation

2020 ◽  
pp. 2162-2186
Author(s):  
Raphael Kling David
Keyword(s):  
Business Model ◽  
Modern Society ◽  
Disruptive Innovation ◽  
Incremental Innovation ◽  
Future Research ◽  
Research Methodologies ◽  
Technology Roadmapping ◽  
Business Model Canvas ◽  
Globalized World ◽  
Breakthrough Innovation

We are witnessing the biggest transformation in the technology in the modern society increasing dramatically the data usage, more efficient services, and customized product/services. In the globalized world, the traditional incremental innovation, in some cases, might not be enough to defeat the competition and make a successful business in the long term. In order to compete in a competitive market, the entrepreneurs constantly look for new ways to create a breakthrough innovation. The aim of this chapter is to discuss disruptive innovation and strategies for creating disruptive business combining futures research methodologies with business model framework. In order to meet the objective, an analysis of state of art has been carried out providing an overview of disruptive Innovation and the main “future research” methodologies (Delphi method, casual layered analysis, scenario method, and technology roadmapping). A combined model of technology roadmapping methodology with business model canvas is proposed to model disruptive innovation and a case study is presented.

How to Create a Breakthrough Innovation

2018 ◽  
pp. 269-293
Author(s):  
Raphael Kling David
Keyword(s):  
Business Model ◽  
Modern Society ◽  
Disruptive Innovation ◽  
Incremental Innovation ◽  
Future Research ◽  
Research Methodologies ◽  
Technology Roadmapping ◽  
Business Model Canvas ◽  
Globalized World ◽  
Breakthrough Innovation

We are witnessing the biggest transformation in the technology in the modern society increasing dramatically the data usage, more efficient services, and customized product/services. In the globalized world, the traditional incremental innovation, in some cases, might not be enough to defeat the competition and make a successful business in the long term. In order to compete in a competitive market, the entrepreneurs constantly look for new ways to create a breakthrough innovation. The aim of this chapter is to discuss disruptive innovation and strategies for creating disruptive business combining futures research methodologies with business model framework. In order to meet the objective, an analysis of state of art has been carried out providing an overview of disruptive Innovation and the main “future research” methodologies (Delphi method, casual layered analysis, scenario method, and technology roadmapping). A combined model of technology roadmapping methodology with business model canvas is proposed to model disruptive innovation and a case study is presented.

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 Business Model Canvas and Energy Enterprises

Energies ◽  
2021 ◽  
Vol 14 (21) ◽  
pp. 7198
Author(s):  
Zbysław Dobrowolski ◽  
Łukasz Sułkowski
Keyword(s):  
Business Model ◽  
Business Models ◽  
Energy Sector ◽  
Future Research ◽  
Effect Analysis ◽  
Business Model Canvas ◽  
Original Definition ◽  
Entrepreneurship Theory ◽  
Definition Of ◽  
Searching Method

So far, little is known about the Business Model Canvas development in the energy sector. In this paper, we fill this knowledge gap and modify the Business Model Canvas. Based on the cause–effect analysis combined with the literature searching method, we suggest that Osterwalder’s Canvas for energy enterprise should be modified because the available Canvas adaptations cannot fully capture the energy enterprise’s business model or realise its business operations combined with the public interest. We propose a new original Canvas adaptation by adding two crucial blocks representing the mission, energy accountability, and impact on stakeholders in the Business Model Canvas. The findings make two main contributions. First, they contribute to developing entrepreneurship theory. We formulate an original definition of a business model, first showing the limitations of current definitions. We verify Chesbrough’s functions of business models. Second, compared to earlier business model frameworks, the new model clearly points out that accountability in firms’ everyday businesses is at the core of business development. Moreover, this article formulates future research avenues in the energy sector and provides a helpful planning tool for practitioners.

Corporations In The Clouds?

2019 ◽  
pp. 514-536
Author(s):  
Danielle Logue
Keyword(s):  
Business Model ◽  
Open Innovation ◽  
Academic Research ◽  
Modern Society ◽  
Disruptive Innovation ◽  
Business Model Innovation ◽  
Historical Changes ◽  
Corporate Form ◽  
Disruptive Innovations ◽  
Recent Developments

This chapter considers the historical changes that have occurred in the way corporations engage in innovation, conceptualizations of disruptive innovation, and the consequences of recent developments in technology, models and movements for the corporate form (particularly boundaries), practices, and leadership. It discusses how the notion of disruption innovation has developed, and summarizes the main innovation dichotomies that have emerged from years of academic research on how corporations innovate. It then focuses on the implications of open innovation and business model innovation for the corporation, and details current responses of corporations to disruptive innovation. The chapter concludes with a consideration of how disruptive innovations are impacting the role and significance of the corporation in modern society.

scholarly journals Business Model in Air Transport: Evolution of Innovation Concept

2017 ◽  
Vol 13 (31) ◽  
pp. 455
Author(s):  
Pierluigi Passaro
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
Business Models ◽  
Knowledge Society ◽  
Disruptive Innovation ◽  
Incremental Innovation ◽  
Transport Sector ◽  
Industrial Sectors ◽  
Close Relationship ◽  
Innovation And Invention

With the advent of the knowledge society, new opportunities, business models and concepts have emerged in most industrial sectors and in particular in the transport sector. The European air travel market, dominated by airlines, influenced to varying degrees from their countries of origin, has been, since the early nineties, completely revolutionized by the entrance in the competitive arena of several small companies, which, in accordance with the principles of „disruptive innovation‟, have completely changed the field of passenger transport. To understand how this was possible, it is necessary to investigate, just with the help of these new tools of Strategic Management as the business models, about the way in which these airlines are able to generate their business and create value. This work aims to analyse the close relationship between innovation of product / service and corporate business model in order to understand the dynamics of the relationship. Various contributions from literature showed how the concept of innovation within the company has evolved over the years and what were the approaches used to study it. This analysis begins with the study of the contributions of Schumpeter, the first economist to write about innovation and author of the dynamic development model and creator of the first distinction between innovation and invention. His theories have made a major contribution in this area, but none the less were also constructively criticized by other economists such as Freeman, who introduced the concept of incremental innovation and analysed the factors triggering innovation. Albernathy and Clark then added another fundamental element of analysis: the competitive environment. They studied the influence of innovation on those factors that are considered essential to achieve a competitive advantage. The same Albernathy, with Utterback, then studied the dynamics of innovations over time. Each of the cited authors analysed the phenomenon of innovation in a different light and all of their contributions allows for a broad and comprehensive concept. The picture is completed by adding the recent contributions of Christensen, who has taken up and deepened the concepts of "sustaining innovation" and " disruptive innovation" and, especially, began to highlight how essential it is that innovation is supported by a suitable business model. In this regard, he has shown that even the same business model can be object of innovation and that this type of innovation is one of the main drivers of the creation of competitive advantage.

scholarly journals The (Un)Sustainability of Higher Education Institutions in Jordan

2021 ◽  
Vol 2 ◽  
Author(s):  
Sumaya bint El Hassan ◽  
Kyle E. Cordova ◽  
Ghaith Rabadi ◽  
Wejdan Abu Elhaija
Keyword(s):  
Higher Education ◽  
Sustainable Development ◽  
Higher Education Institutions ◽  
Modern Society ◽  
Academic Community ◽  
The State ◽  
Future Research ◽  
Building Process ◽  
Academic Practices ◽  
Globalized World

Higher education in Jordan has been tied closely to the state-building process in the century since the modern Hashemite state's foundation in 1921, with its explicit purpose being to educate and train high volumes of students who are competent and capable to serve as contributors to the state's development. Though this purpose has largely been successful to date, it is becoming increasingly clear that more is needed than simply issuing degrees. In an increasingly globalized world, it is necessary to educate those who can contribute to future research arenas and labor markets over which a single state has limited control. Within this perspective, we detail the evolved societal position that higher education institutions in Jordan occupy and how that position has made such institutions a liability in the nation's continued sustainable development. It is important to emphasize that we do not address here classical sustainability issues, but rather focus on more fundamental and culturally-relevant issues pertaining to the survivability of universities in Jordan upon which more global sustainability views and solutions can be predicated. Specifically, we outline the unsustainability of impersonal, inefficient and ineffective infrastructure, centralization of policies and academic practices, lack of autonomy and/or self-governance, considerable financial dependence on the state, and a general hesitation for higher education institutions to seek boldly societal and economic impact beyond the simple production of graduates. To counter this unsustainability, we propose a three-pronged approach that can help catalyze the re-imagining of Jordan's higher education institutions so that they become maximally effective contributors to the state's future sustainable development. Our proposed approach is based on (i) internally decentralizing higher education institutions to enable greater autonomy and academic freedom, (ii) re-purposing these institutions to become more student-centric, and (iii) embracing diversity and academic community recognition. Finally, it is the intention of this perspective to highlight not only those challenges facing higher education institutions in Jordan, but also to present clearly the necessary and practical steps that institutions themselves may take immediately to ensure their relevance in, and impact on, modern society.

scholarly journals Circular Business Models for the Bio-Economy: A Review and New Directions for Future Research

2019 ◽  
Vol 11 (9) ◽  
pp. 2558 ◽  
Author(s):  
Wiebke Reim ◽  
Vinit Parida ◽  
David R. Sjödin
Keyword(s):  
Business Model ◽  
Business Models ◽  
Scientific Journal ◽  
Future Research ◽  
Successful Implementation ◽  
Journal Articles ◽  
Business Model Canvas ◽  
Forestry Sector ◽  
New Directions ◽  
Future Research Directions

Circular and bio-economy represents a political and industrial initiative to ensure that our society can rely on renewable biological sources while achieving economic growth. However, there is a need to critical review how realistic and feasible such initiatives are towards fulfilling the promised benefits of this economy. The literature on bio-economy often discusses the importance of innovative business models and their role in a successful shift to a bio-economy. Still, much of the discussion that is related to circular business models is fragmented and immature. Therefore, the purpose of this study is to conduct a systematic literature review of circular business model activities and the barriers to a bio-economy. Further, this review provides future research directions for a shift to a bio-economy. This study is based on a systematic review of 42 scientific journal articles and book chapters on a forest-based bio-economy. The business model canvas is used to provide a structured aggregation of the existing circular business models activities being used by the forestry sector. In addition, we develop a framework that describes the barriers to bio-economy-based circular business models and suggest new directions for future research. The study highlights the need for alignment among the elements of a business model as a key condition for its successful implementation in a bio-economy.

scholarly journals A Bibliometric Analysis of Product-Service Systems’ Design Methodologies: Potential Root-Cause Identification of PSS’ Failures

2021 ◽  
Vol 13 (11) ◽  
pp. 6237
Author(s):  
Jean-Robert Agher ◽  
Patrice Dubois ◽  
Améziane Aoussat
Keyword(s):  
Business Model ◽  
Systems Design ◽  
Future Research ◽  
Root Cause ◽  
Business Model Canvas ◽  
Failure Risk ◽  
Product Service ◽  
Implementation Failure ◽  
Root Cause Identification ◽  
Product Service Systems

Product-service system (PSS) innovation is acknowledged as a promising way to achieve sustainability through better exploitation of given resources. Nevertheless, PSS implementation is also described as increasing failure risk for companies. Despite that authors have identified paradoxical situations as a source of failure while implementing PSS, few researches have focused on understanding the origin of these paradoxes. In this review, we aim at understanding how methodologies cope with the challenges of designing PSS throughout the complete company perimeter as well as how to manage interactions within this perimeter to avoid potential paradoxes and thus failure. To do so, we will rely on the business model innovation literature and, more specifically, the business model canvas to define and discretize the company perimeter. As for the interactions and their imbrication regarding paradoxes appearance, we will refer to Putnam et al. theory to gain deeper understanding of paradoxes-appearance mechanism. Our bibliometric strategy brought us to analyze 14 international articles via our graph, enabling us to highlight that some poles’ interactions during design are partly unaddressed, resulting potentially in the creation of tension sources and therefore potential paradoxes and ultimately implementation failure. Considering this, future research works could focus on defining all significant interactions to consider while designing a PSS as well as the typology of answers to engage while facing tensions. In that respect, these works could provide actionable solutions to lower PSS implementation-failure risk, thus benefiting those who wish to achieve better sustainability through PSS.

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