Developing optimal distinctiveness: organizational identity processes in new ventures engaged in business model innovation

2019 ◽  
pp. 83-109
Author(s):  
Yuliya Snihur
Keyword(s):  
Business Model ◽  
Organizational Identity ◽  
New Ventures ◽  
Business Model Innovation ◽  
Identity Processes ◽  
Optimal Distinctiveness

scholarly journals Investigating Circular Business Model Innovation through Keywords Analysis

2021 ◽  
Vol 13 (9) ◽  
pp. 5036
Author(s):  
Barbara Bigliardi ◽  
Serena Filippelli
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Ventures ◽  
Business Model Innovation ◽  
Future Research ◽  
Research Directions ◽  
Circular Model ◽  
Future Research Directions ◽  
Circular System ◽  
Start Ups

Ongoing economic, social and environmental developments have forced the production system to undertake a profound transformation, shifting from a linear to a circular model. The transformation towards a circular economy poses significant challenges for established companies, in many cases requiring a strong modification of their current business models, start-ups and new ventures. Firms need to completely rethink their value proposition, modifying how the product or service is produced, delivered to the customers and disposed of. As a result, interest in business model innovation with a view to a circular system has increased significantly over the last five years, leading to a flourishing literature production. Although several literature reviews have been published on the topic of the circular business model, few of them include the innovation dimension. Moreover, the time horizon covered by the previous reviews extends to 2019 and in one case to 2020. Since 2020 saw a 135% increase in scientific production compared to the previous year, it is necessary to update the prior works, taking into account the new contributions. Our paper aims to bridge this gap by proposing a literature review based on keywords analysis. In this way, it is possible to analyze the issues addressed in the circular business model innovation (CMBI) by categorizing them as core, emerging/phantom, trendy or intermittent. This analysis is particularly suitable for identifying future research directions as signaled by the emerging themes.

scholarly journals Does Business Model Innovation Enhance the Sustainable Development of New Ventures? Understanding an Inverted-U Relationship

2020 ◽  
Vol 13 (1) ◽  
pp. 262
Author(s):  
Yuqiang Mai ◽  
Hualong Yang ◽  
Guangyu Zhang
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Competitive Strategy ◽  
New Ventures ◽  
Theoretical Perspective ◽  
Business Model Innovation ◽  
Research Issues ◽  
The Sustainable Development ◽  
Strategy Innovation ◽  
And Performance

Improving the sustainable development of new ventures and helping them survive and develop in the entrepreneurial environment are important research issues. Business model innovation is considered as a potential way for new ventures to enhance their sustainable development capability and performance. Although previous studies have pointed out that there is a positive linear relationship between business model innovation and sustainable development, little research has found the nonlinear relationship between them, as well as the moderating effects of competitive strategy innovation and strategy flexibility. In this study, an empirical model was established to test our hypotheses and answer our research questions. Analysis of data collected from 326 questionnaires shows that an inverted-U relationship exists between business model innovation and sustainable development such that new ventures with low or high business model innovation have worse sustainable development than new ventures with appropriate business model innovation. Moreover, this paper finds that competitive strategy innovation and strategic flexibility positively moderate the inverted-U relationship between business model innovation and sustainable development of new ventures. From a theoretical perspective, this study offers a model with which to understand the impacts of business model innovation, and contributes significantly to the research on new ven- tures. From a practical perspective, this paper provides new insights into the management of new ventures and recommends several practical strategies for managers and practitioners.

scholarly journals The Influence of Entrepreneurial Cognition on Business Model Innovation: A Hybrid Method Based on Multiple Regressions and Machine Learning

2021 ◽  
Vol 12 ◽  
Author(s):  
Jian Zhou ◽  
Jian Yang ◽  
Hehe Sun ◽  
Yang Liu ◽  
Xiao Liu
Keyword(s):  
Machine Learning ◽  
Business Model ◽  
Cognitive Theory ◽  
Prediction Models ◽  
New Ventures ◽  
Business Model Innovation ◽  
Research Results ◽  
Entrepreneurial Cognition ◽  
The Impact ◽  
The Relationship

How to achieve business model innovation (BMI) has always been a focus topic in the field of entrepreneurship. Based on cognitive theory, this study takes new ventures as the research object to build a theoretical model to explore the impact of entrepreneurial cognition on BMI choice, its intermediary mechanism, and boundary conditions. We test our framework with a sample of 242 questionnaires; the empirical research results show that entrepreneurial configuration cognition, willing cognition, and ability cognition indirectly affect the BMI of new ventures. Strategic sensitivity (SSE) mediated the relationship between entrepreneurial cognition and BMI; knowledge diversity positively moderates the relationship between SSE and BMI. Machine learning algorithm research has found three prediction models for BMI of new ventures. By constructing a theoretical analysis framework of BMI from the perspective of cognition, the results deepen the relevant research on BMI of new ventures, clarify the source of unique characteristics and capabilities of entrepreneurs, provide a new research perspective for analyzing the impact mechanism of entrepreneurial cognition on BMI, enrich the research results in the field of “situation-cognition behavior,” and further clarify the important role of knowledge in the development of new ventures.

Responding to business model innovation: organizational unlearning and firm failure

2018 ◽  
Vol 25 (3) ◽  
pp. 190-198 ◽  
Author(s):  
Yuliya Snihur
Keyword(s):  
Business Model ◽  
Organizational Identity ◽  
Extreme Case ◽  
Business Model Innovation ◽  
Identity Change ◽  
Content Type ◽  
Top Managers ◽  
The Right ◽  
Practical Implications ◽  
Shed Light

Purpose This paper aims to examine Borders response to business model innovation (BMI) by Amazon in the bookselling industry. The case illuminates potential causes for protracted periods of organizational unlearning, explaining why organizational unlearning, although beneficial in many documented cases, can also be insufficient to prevent failure. Design/methodology/approach Archival data are used to study Borders’s historical evolution from 1995 to its 2011 bankruptcy. Theoretical inferences are drawn from this case to shed light on the process of organizational unlearning. Findings Borders failed because its top managers were unable to adjust its traditionalist superstore identity to respond in an adequate manner to the changes in their environment. Instead, the company went through protracted phases of weathering the storm, denial and unlearning, resulting in bankruptcy. This extreme case of failure explains why sometimes, organizational unlearning might be insufficient, resulting in organizational demise rather than renewal. Research limitations/implications A longitudinal study of an extreme case allows the author to build links between the research on organizational unlearning and the scholarship on organizational identity. Practical implications Organizations may survive longer if their top managers engage in the process of organizational identity change in response to BMI in their industry. The article proposes a few actions that organizations might usefully take to react to BMI before it is too late. Social implications Better understanding of failure may enable preventive behavior. Originality/value This article explains how organizational identity prevents learning the right things and augments the dangers organizations face during unlearning.

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