Collaborative business models in innovation systems – the case of physical infrastructure

2021 ◽  
pp. 111-129
Author(s):  
Louise B. Kringelum ◽  
Allan Næs Gjerding ◽  
Yariv Taran
Keyword(s):  
Business Models ◽  
Innovation Systems ◽  
Physical Infrastructure

scholarly journals Evaluation of M-Payment Technology and Sectoral System Innovation—A Comparative Study of UK and Indian Models

Electronics ◽  
2019 ◽  
Vol 8 (11) ◽  
pp. 1282 ◽  
Author(s):  
Heather Webb ◽  
Shubo Liu ◽  
Min-Ren Yan
Keyword(s):  
Social Networks ◽  
Comparative Study ◽  
Open Innovation ◽  
Business Models ◽  
Innovation Systems ◽  
Service Systems ◽  
System Innovation ◽  
Mobile Payments ◽  
Innovation Model ◽  
The Uk

The paper constructs a sectoral system of innovation model specifically for the mobile payments (m-payments) sector. Both the UK and Indian sectoral system of innovation were studied in regards of the actors involved in providing the m-payment service with an emphasis on emergent business models. We integrated open innovation and Ogle’s ideas into our model and demonstrated the importance of active agency in shaping innovation systems, for example in leveraging existing social networks. The research draws upon original interviews with companies and regulators in both India and the UK. Our overall conclusion is that the m-payments sectoral system of innovation in India is more customer-oriented and far-reaching as compared to the practices in UK. It concludes that no matter the context, the importance of integrating firms’ activity into integrated service systems in demand-driven innovation is key for success.

scholarly journals The Role of ‘Influencers’ as Drivers of a More Sustainable Urban Freight Sector

2020 ◽  
Vol 12 (7) ◽  
pp. 2850
Author(s):  
Alena Brettmo ◽  
Jon Williamsson
Keyword(s):  
Supply Chain ◽  
Physical Environment ◽  
Business Models ◽  
Direct Link ◽  
Sustainable Practices ◽  
Ongoing Research ◽  
Urban Freight ◽  
Physical Infrastructure ◽  
The Relationship

The importance of stakeholders in the development of a sustainable urban freight sector has been highlighted in recent research. Not all stakeholders have a direct link to the supply chain, but they may still play a role in creating sustainable urban freight initiatives. This study explores the initiatives that norm-setting indirect stakeholders in urban freight, referred to as ‘influencers’, establish to support a more sustainable urban freight sector, and how those initiatives may impact the business models of carriers. The study uses data gathered for ongoing research into the roles of indirect stakeholders in the development of sustainable urban freight initiatives. The results indicate that influencers can put pressure on receivers regarding logistical issues and shape the physical environment in which deliveries are conducted. Influencers use three primary strategies to support sustainable urban freight: vehicle-focused measures, consolidation linked to physical infrastructure, and consolidation through behavioural changes. These initiatives impact the relationship between receivers and carriers and may push carriers to adopt more sustainable practices as well as take decisions that impact their business models. The results highlight the often-overlooked power of influencers in relation to the development of actor behaviour in the urban freight supply chain and show the potential for both conflict and change arising from the use of this power.

National Innovation Systems

2017 ◽  
Author(s):  
Peter F. Cowhey ◽  
Jonathan D. Aronson
Keyword(s):  
Business Models ◽  
Innovation System ◽  
Building Blocks ◽  
The United States ◽  
Innovation Systems ◽  
Economic Prosperity ◽  
National Innovation Systems ◽  
Systems Of Innovation ◽  
Key Driver ◽  
The U.S

Innovation is the key driver of economic prosperity. It is the product of an ecosystem of at least five interlinked building blocks: social networks and dynamic labor markets, shared assets that lower costs for innovative companies, flexible business models, financial models to support innovation, and appropriate government policies. National innovation systems transform periodically and public policy significantly influences their evolution. Since 1945, the United States has had two dominant systems of innovation. The first relied on vertically integrated firms such as AT&T or DuPont. More recently a second system, the Silicon Valley model of venture capital dominated. A comparison of the U.S. system with that of Korea shows how other countries have adapted the U.S. innovation system to their circumstances.

An old friend is better than two new ones? Approaches to market research in the context of digital transformation for the antitrust laws enforcement

2020 ◽  
pp. 37-55 ◽  
Author(s):  
A. E. Shastitko ◽  
O. A. Markova
Keyword(s):  
Business Models ◽  
Rapid Development ◽  
Digital Transformation ◽  
Market Definition ◽  
Type I ◽  
Type Ii ◽  
Digital Platforms ◽  
Advantages And Disadvantages ◽  
Pass Through ◽  
Type Ii Errors

Digital transformation has led to changes in business models of traditional players in the existing markets. What is more, new entrants and new markets appeared, in particular platforms and multisided markets. The emergence and rapid development of platforms are caused primarily by the existence of so called indirect network externalities. Regarding to this, a question arises of whether the existing instruments of competition law enforcement and market analysis are still relevant when analyzing markets with digital platforms? This paper aims at discussing advantages and disadvantages of using various tools to define markets with platforms. In particular, we define the features of the SSNIP test when being applyed to markets with platforms. Furthermore, we analyze adjustment in tests for platform market definition in terms of possible type I and type II errors. All in all, it turns out that to reduce the likelihood of type I and type II errors while applying market definition technique to markets with platforms one should consider the type of platform analyzed: transaction platforms without pass-through and non-transaction matching platforms should be tackled as players in a multisided market, whereas non-transaction platforms should be analyzed as players in several interrelated markets. However, if the platform is allowed to adjust prices, there emerges additional challenge that the regulator and companies may manipulate the results of SSNIP test by applying different models of competition.

“Triple Helix” in Russia’s Innovation System

2007 ◽  
pp. 123-135 ◽  
Author(s):  
I. Dezhina ◽  
V. Kiseleva
Keyword(s):  
Triple Helix ◽  
Government Regulation ◽  
Innovation System ◽  
Innovation Systems ◽  
Modern Theory

The article analyzes modern theory that explains the specificity of relationships among government, science and business in innovation systems - the "triple helix" concept. Factors that determine the appearance of new theory are systematized. The peculiarities of formation of "triple helix" in Russia are described, including the development of science, business and the system of government regulation in innovation sphere. The conclusion is made that currently in Russia only double linkages are formed.

Pelatihan Business Plan pada UMKM di Desa Koto Rendah Kecamatan Siulak Kabupaten Kerinci

2020 ◽  
Vol 2 (3) ◽  
pp. 129-132
Author(s):  
Musnaini Musnaini ◽  
Besse Wediawati ◽  
Zulfina Adriani ◽  
Rts Ratnawati ◽  
Dessy Elliyana
Keyword(s):  
Business Models ◽  
Joint Venture ◽  
Business Plan ◽  
Agricultural Products ◽  
Knowledge And Skills ◽  
Business Plans ◽  
Medium Enterprises

Usaha Mikro Kecil Menengah (UMKM) yang berada di Desa Koto rendah, Kecamatan Siulak, Kabupaten Kerinci adalah bentuk Kelompok Usaha Bersama (KUBE) dari ibu-ibu rumah tangga yang mempunyai usaha bisnis dalam kuliner, pembibitan, pengolahan hasil pertanian dan perkebunan sekitar yang mereka miliki maupun penduduk setempat. Kegiatan pengabdian ini adalah untuk meningkatkan pengetahuan dan keterampilan mengenai kemampuan untuk melakukan perencanaan bisnis (Business Plan). Selain itu, untuk memberikan peningkatan keterampilan dalam merencanakan bisnis menggunakan bisnis model. Metode yang akan digunakan untuk mencapai tujuan tersebut adalah dengan pelatihan dan pendampingan membuat rencana bisnis dalam lembar kerja bisnis model canvas.Kata Kunci : UMKM, KUBE Business PlanABSTRACTSmall and Medium Enterprises (MSMEs) located in Koto low Village, Siulak Sub-District, Kerinci Regency is a form of Joint Venture Group (KUBE) of housewives who have business ventures in culinary, nursery, processing of agricultural products and plantations. This devotional activity is to improve knowledge and skills regarding the ability to making a Business Plan. In addition, to provide improved skills in businesses plan using business models. The method that will be used to achieve that goal is by training and mentoring business plans in canvas model business worksheets.Kata Kunci : UMKM, KUBE Business Plan

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

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