An Integrated Business Model Innovation Approach

2010 ◽  
Vol 1 (3) ◽  
pp. 1-13 ◽  
Author(s):  
Roman Boutellier ◽  
Markus Eurich ◽  
Patricia Hurschler
Keyword(s):  
Business Model ◽  
Communication Technology ◽  
Product Innovation ◽  
Business Models ◽  
Business Model Innovation ◽  
Competitive Advantages ◽  
Information And Communication ◽  
Ict Industry ◽  
Innovation Approach

This chapter will foster the understanding of business model innovation with a focus on the Information and Communication Technology (ICT) industry and e-entrepreneurship. A general overview of business models and their elements as well as an introduction to innovation alternatives will provide the necessary background for business model innovation. On the basis of Schumpeterian innovation, this chapter will pioneer in describing business model innovation as addendum to Abernathy’s and Utterback’s dynamic model of process and product innovation. Thereby an integrated business model innovation approach will be initiated overcoming the drawbacks of unilateral innovation. The integrated business model innovation approach proposes a framework for long-term differentiation and competitive advantages. Different examples, in particular ICTventures, will clarify the effect of integrated business model innovation.

An Integrated Business Model Innovation Approach

2010 ◽  
pp. 1-16
Author(s):  
Roman Boutellier ◽  
Markus Eurich ◽  
Patricia Hurschler
Keyword(s):  
Dynamic Model ◽  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Competitive Advantages ◽  
General Overview ◽  
Information And Communication ◽  
Ict Industry ◽  
Innovation Approach

This chapter will foster the understanding of business model innovation with a focus on the Information and Communication Technology (ICT) industry and e-entrepreneurship. A general overview of business models and their elements as well as an introduction to innovation alternatives will provide the necessary background for business model innovation. On the basis of Schumpeterian innovation, this chapter will pioneer in describing business model innovation as addendum to Abernathy’s and Utterback’s dynamic model of process and product innovation. Thereby an integrated business model innovation approach will be initiated overcoming the drawbacks of unilateral innovation. The integrated business model innovation approach proposes a framework for long-term differentiation and competitive advantages. Different examples, in particular ICT-ventures, will clarify the effect of integrated business model innovation.

scholarly journals The evolution of business models of information and communication technology suppliers

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Merlin Stone ◽  
Eleni Aravopoulou ◽  
Ryan Stott ◽  
Brett David Parnell ◽  
Jon Machtynger ◽  
...  
Keyword(s):  
Business Model ◽  
Communication Technology ◽  
Conceptual Analysis ◽  
Business Models ◽  
Information And Communications Technology ◽  
Evolutionary Approach ◽  
Content Type ◽  
Information And Communication ◽  
Ict Industry ◽  
Practical Implications

Purpose The purpose of this paper is to show how the business model of the information and communications technology (ICT) industry has evolved and the general differences that evolution has made to information management. Design/methodology/approach Literature review was carried out accompanied by conceptual analysis. Findings It shows that changes in the business model of the ICT industry have been quite dramatic and have led to significant changes in the structure of the industry. Research limitations/implications This research is based on analysis of the ICT industry. The analysis could be broadened to include other industries. Research into business model change should consider adopting the evolutionary approach taken in this paper. Practical implications Managers in the ICT industry should factor the likely evolution of business models in their industry into their planning. Social implications Government policymakers considering how to stimulate the development of the ICT industry in their country should be aware of the moving nature of their target. Originality/value This is one of the first papers to apply the evolutionary approach to business model change.

Sustainable Competitive Advantage Through Business Model Innovation

2020 ◽  
pp. 191-213
Author(s):  
Purna Prabhakar Nandamuri ◽  
K. S. Venu Gopala Rao ◽  
Mukesh Kumar Mishra
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Business Environment ◽  
Business Model Innovation ◽  
Sustainable Competitive Advantage ◽  
Term Survival ◽  
New Business ◽  
Indian Perspective

Conventionally, businesses focus on their offerings for growth. But the increasingly unpredictable business environment is making them irrelevant in the market. So, businesses should resort to a system of dynamic management by innovating on the business models rather than a single aspect of the business. Business model innovation demands neither new technologies nor creation of new markets, but cares about delivering the existing products produced by existing technologies to the existing markets, through a unique model. Hence, defining, innovating, and evolving new business models have become the new basis of competition. A differentiated, hard-to-imitate, effective, and efficient business model is more likely to ensure higher profits and long-term survival. In this context, the present chapter attempts to furnish multiple global evidences and discuss the Indian perspective of business model innovation.

Business Model Change Methodology: Applying New Technology in Organization

2013 ◽  
Vol 4 (4) ◽  
pp. 36-60
Author(s):  
Nastaran Hajiheydari ◽  
Payam Hanafizadeh
Keyword(s):  
System Dynamics ◽  
Focus Groups ◽  
Information And Communication Technology ◽  
Business Model ◽  
Communication Technology ◽  
Business Models ◽  
New Technologies ◽  
New Technology ◽  
Information And Communication ◽  
Modern Information

The present study intends to design a methodology for examining the influence of modern information and communication technology on business models (BMs). Theoretical framework is mainly selected based on literature as well as consultation with expert focus groups. This methodology is validated by expert judgment and simulated as a real case applying system dynamics. The outcome of the survey includes a change methodology formulated in 5 phases and 37 activities. Not only has this study covered the specification of the theory structure; it was carried out in an organization in order to test its feasibility, as well. The proposed methodology in this research could help business analysts and managers with changing business model while adopting new technologies.

Transitioning Collaborative Cross-Sector Business Models for Sustainability Innovation: Multilevel Tension Management as a Dynamic Capability

2020 ◽  
pp. 000765032094982
Author(s):  
Marta Rey-Garcia ◽  
Vanessa Mato-Santiso ◽  
Ana Felgueiras
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Independent Living ◽  
Business Models ◽  
Collaborative Cross ◽  
Dynamic Capability ◽  
Information And Communication ◽  
Tension Management ◽  
Management Capabilities

Collaborative cross-sector business models for sustainability innovation (CCSBMSI) in response to grand challenges are rich foci for tensions. This is the case of CCSBMSI targeting independent living through Information and Communication Technology–enabled care. This research aims at identifying the relevant tensions, understanding their interactions, and assessing how they can be effectively managed so that CCSBMSI become more valuable for partners and transformative for society. A conceptual framework that understands the management of interrelated institutional and interorganizational tensions as a dynamic capability is substantiated through in-depth, qualitative analysis of the long-term dynamics of a four-sector CCSBMSI in telecare—including government, businesses, nonprofits, and informal actors. Its effects on the transition of business models in terms of value creation, delivery, and capture; on relevant stakeholders—particularly nonprofits and beneficiaries; and on the development of the sustainability innovation are discussed. The conceptualization, tension categories, and management capabilities of CCSBMSI are amplified.

scholarly journals MANAGEMENT CONTROL SYSTEMS AND LODGING BUSINESS MODEL IN JAPANESE RYOKANS

2021 ◽  
Author(s):  
Tomohiro Kaminaka ◽  
◽  
Zubir Azhar ◽  
Dayana Jalaludin ◽  
◽  
...  
Keyword(s):  
Control Systems ◽  
Business Model ◽  
Business Models ◽  
Management Accounting ◽  
Accounting Information ◽  
Business Model Innovation ◽  
Management Control ◽  
Management Control Systems ◽  
Tourism Policy

The lodging sector in Japan has experienced a shrinking market size of traditional lodging providers (known as ryokans). Ryokans, which account for about 40% of Japanese lodging market, have operated their lodging businesses based on a unique business model that has been in existence for over 1,000 years. About 30% of ryokans are in a declining stage, where they are unable to break away from the traditional business models and are in a negative spiral of continuing deficits. The intent of this paper is to understand how ryokans innovate their business model while maintaining some of their traditional fundamental elements. This paper adopts a multiple-case study approach based on the two high-performing ryokans with long histories. Our findings add the ryokans’ commercial-cultural context to existing literature that describes the role of management control systems (MCS) in supporting business model innovation. Understanding the achievement of their business model innovation from a long-term perspective of about thirty years provides our paper with theoretical originality. We conclude that the weights of formal and informal controls in MCS are equal in the long term regardless of the direction of their business model innovation. In recent years, tourism policy has encouraged ryokans to use management accounting information to overcome their low-profit businesses. Our practical suggestions complement the tourism policy that presupposes the use of management accounting information alone, and support ryokan managers to use it as a part of MCS.

scholarly journals A framework for business model with strategic innovation in ICT firms

2018 ◽  
Vol 31 (1) ◽  
pp. 16-41 ◽  
Author(s):  
Nezameddin Faghih ◽  
Banafsheh Dastourian ◽  
Seyyed Mojtaba Sajadi ◽  
Andres Henten ◽  
Pantea Foroudi
Keyword(s):  
Business Model ◽  
Business Models ◽  
Emerging Market ◽  
Business Environment ◽  
Business Model Innovation ◽  
Model Concept ◽  
Model Framework ◽  
Content Type ◽  
Strategic Innovation ◽  
Ict Industry

Purpose The purpose of this study is to help gain an accurate and distinct understanding of information-based business concepts and critical steps in designing an appropriate business model, by providing a framework for designing an innovative information-based business to help fledgling businesses development in the information and communication technology (ICT) industry of Iran. What is a business model framework with the strategic innovation approach in the small and medium enterprises (SMEs) of ICT industry? What are the components of this model and the relations between them? Business model is a logical response to how a business can create value. Changing business environment means that business models are rapidly growing; accordingly, innovation is no longer optional. However, innovation is important in general, but the kind of innovation that is widely and directly dependent on business model will be quite critical for all parts of the organization. In fact, business model innovation is an exquisite technic to create, deliver and earn value by changing one or more components of a typical business model. Business model innovation needs information and form business environment based on dynamic information system. Design/methodology/approach The present paper focuses upon SMEs in ICT. Grounded theory has been used for this purpose, with 15 interviews conducted. Findings An emerging market is one in which commercial exchanges of a particular industry between the countries are relatively new but possess great investment attractiveness and a high potential to grow (such as Iran).As the ICT industry of Iran is a leading industry, and the country itself is an emerging market, the main purpose of this study is to provide a framework for designing an innovative information-based business to help fledgling businesses development in the ICT industry of Iran. Originality/value The purpose of this paper is to help accurate and distinct understanding of the business model concept and critical steps in designing an appropriate business model. Studies conducted to simultaneously deal with the business model and strategic innovations are few, and by the time the proposal was written, there was no research observed from Persian sources.

Sustainable Competitive Advantage Through Business Model Innovation

2018 ◽  
pp. 217-246
Author(s):  
Purna Prabhakar Nandamuri ◽  
K. S. Venu Gopala Rao ◽  
Mukesh Kumar Mishra
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Business Environment ◽  
Business Model Innovation ◽  
Sustainable Competitive Advantage ◽  
Term Survival ◽  
New Business ◽  
Indian Perspective

Conventionally, businesses focus on their offerings for growth. But the increasingly unpredictable business environment is making them irrelevant in the market. So, businesses should resort to a system of dynamic management by innovating on the business models rather than a single aspect of the business. Business model innovation demands neither new technologies nor creation of new markets, but cares about delivering the existing products produced by existing technologies to the existing markets, through a unique model. Hence, defining, innovating, and evolving new business models have become the new basis of competition. A differentiated, hard-to-imitate, effective, and efficient business model is more likely to ensure higher profits and long-term survival. In this context, the present chapter attempts to furnish multiple global evidences and discuss the Indian perspective of business model innovation.

Business Model Innovation in the Digital Economy

2005 ◽  
pp. 331-338
Author(s):  
Chung-Shing Lee
Keyword(s):  
Business Model ◽  
Business Models ◽  
Digital Economy ◽  
Business Model Innovation ◽  
Viable Business

Most Internet ventures failed because they did not have viable business models and sustainable long-term strategies. Their business models failed to satisfy the two fundamental questions associated with the characteristics of the Digital Economy (Lee & Vonortas, 2004).

Organizational Sustainability

2022 ◽  
pp. 72-102
Author(s):  
Hakikur Rahman
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Communication Technology ◽  
Business Intelligence ◽  
Value Chain ◽  
Term Effect ◽  
Organizational Sustainability ◽  
Long Term Effect ◽  
Information And Communication

An organization with its capacity to endure, add up value, and promote value chain could be seen as a sustainable organization. Sustainability could be in the form of short-, medium-, and long-term effect to an entity. Through the utilization of the information and communication technology, organizations now can adopt various business techniques to tackle or minimize risks, reduce costs, and make profit. Among many such techniques, this particular research looks into the aspects of agility within organizations that may lead to sustained business platform. This chapter tries to argue that an organization with this characteristic, in the longer run, can lead to sustainability and elevate the business intelligence. In this discourse, through a vertical literature review, this study has tried to construct a framework of sustainability with the aspect of an organization and thereby proposed a business model for ideation and future implementation.

Sign in / Sign up

Export Citation Format

Share Document