Business model innovation and the Board in start-up companies: a dynamic capabilities perspective

2021 ◽  
pp. 100-115
Author(s):  
Paolo Di Toma
Keyword(s):  
Business Model ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Start Up ◽  
Dynamic Capabilities Perspective

Investigate the role of distributed leadership and strategic flexibility in fostering business model innovation

2019 ◽  
Vol 13 (1) ◽  
pp. 93-112 ◽  
Author(s):  
Suqin Liao ◽  
Zhiying Liu ◽  
Lihua Fu ◽  
Peichi Ye
Keyword(s):  
Business Model ◽  
Distributed Leadership ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Equation Modeling ◽  
High Tech ◽  
Strategic Flexibility ◽  
Environmental Dynamism ◽  
Content Type

PurposeThe purpose of this paper is to examine whether the new distributed leadership patterns is an important driver for innovating business model. By synthesizing insights from the dynamic capabilities perspective, it also explores how and when distributed leadership enhances the business model innovation (BMI) by involving strategic flexibility as a mediator and environmental dynamism as important contingency.Design/methodology/approachA survey via questionnaire was conducted with 262 CEOs and 262 senior managers from Chinese high-tech companies that provided the research data. Structural equation modeling and linear regression analyses were used to test the time-lagged data, and then the main research questions were responded to.FindingsThe analysis reveals that distributed leadership has a significant direct influence on BMI, and that distributed leadership also indirectly affects BMI by enhancing strategic flexibility. Environmental dynamism strengthens the positive effect of distributed leadership on BMI under strategic flexibility.Originality/valueThis paper advances and enriches the emerging stream of BMI research. It presents an innovative conceptual analysis of the antecedents of BMI, and it shows a possible solution for BMI that complements extant research that considers which and how the leadership style of the organizations affects the business model change.

scholarly journals The effect of Relationship Network and Business Model Innovation on Start-up Performance in Vietnam

2021 ◽  
pp. 58-69
Author(s):  
Nguyen Manh Thang
Keyword(s):  
Business Model ◽  
Quantitative Methods ◽  
Business Models ◽  
Positive Impact ◽  
Business Model Innovation ◽  
Value Proposition ◽  
Government Officials ◽  
Business Partners ◽  
Start Up ◽  
Relationship Network

Aims: It aims to build and verify the theoretical model among the network of relationships, business model innovation and start-up performance of start-up companies. Methodology: The study employed qualitative and quantitative methods of research in 550 start-up firms in Vietnam. The qualitative method is utilised to adjust and complement the scale (interviews with experts). Utilising the PLS-SEM analysis method with the SmartPLS support tool, the quantitative method is used to assess reliability, permissibility, model testing, and research hypotheses. Results: Start-up firms' relationship network (with government officials, social contacts, and business partners) has a beneficial effect on their performance. Relations with government officials benefit value creation, value proposition, and value capture innovation. Social relationships have a positive impact on value proposition innovation. Relationships with business partners contribute to the creation of value and the innovation of new products and services. Business model innovation can have a sizable impact on the performance of a start-up. Finally, environmental dynamism has no regulatory effect on the innovation of business models or the performance of start-up firms. Conclusion: This study has filled theoretical gaps by confirming the results of prior studies that had questioned the connection between the network of relationships, business model innovation, and start-up performance. The findings propose management solutions for start-ups' owners and senior managers, policymakers, and official government entities.

scholarly journals Business Model Innovation and Its Implications for Indonesian Batik’s Start-up Development

2020 ◽  
Vol 7 (9) ◽  
pp. 370
Author(s):  
Inthannia Elvaretha Wijaya ◽  
Perminas Pangeran
Keyword(s):  
Business Model ◽  
Social Impact ◽  
Evaluation Research ◽  
Model Development ◽  
Business Model Innovation ◽  
Study Approach ◽  
Business Model Canvas ◽  
Start Up ◽  
Depth Interviews

Business Model Innovation is the key to develop and improve the company's strategy to survive and sustain. Nevertheless, the existing Batik communities often find it difficult to innovate their business model. The purpose of this study was to evaluate the nine components of the business model canvas, in Batik communities, Giriloyo and Kricak Kidul village, Yogyakarta. Second, develop an innovation on business model, Ruby Batik start-up. The evaluation research method used was descriptive qualitative case study approach. The data were collected through questionnaires and in-depth interviews. The analytical model used the CIPP (Context, Input, Process, Product). The results showed that nine components of the business model canvas of the batik communities, Giriloyo and Kricak Kidul, Yogyakarta were still less and need improvement and innovation. Innovation of the business model canvas component became the development basis of social entrepreneurship business model, Rubi Batik start-up. The startup business model development, Rubi Batik, was directed to the commercial mission and social impact mission.

scholarly journals Business Model Innovation in Established SMEs: A Configurational Approach

2020 ◽  
Vol 6 (3) ◽  
pp. 76 ◽  
Author(s):  
Dorleta Ibarra ◽  
Ali Ziaee Bigdeli ◽  
Juan Ignacio Igartua ◽  
Jaione Ganzarain
Keyword(s):  
Business Model ◽  
Dynamic Capabilities ◽  
Qualitative Comparative Analysis ◽  
Business Model Innovation ◽  
Management Approach ◽  
Wealth Creation ◽  
Key Factor ◽  
Configurational Theory ◽  
Market Needs ◽  
Management Approaches

Small and medium-sized enterprises (SMEs) are at the heart of a nation’s wealth creation, employment generation and economic development. To help SMEs stay competitive in a fast-changing environment, researchers have recently emphasized the relevance of business model innovation (BMI). However, BMI and its performance are not linear but rather a complex phenomenon that depends on contingency factors. Based on configurational theory, this study extends the BMI research to SMEs, exploring the management approaches and BMI capabilities that foster BMI in established SMEs. To achieve this objective, this study of a purposive sample of 78 Spanish SMEs adopts the fuzzy set qualitative comparative analysis (fsQCA) method. Results suggest three substantive conclusions. First, long-term managerial orientation is a key factor for the development of BMI in SMEs. Second, five BMI capabilities (sensing customer needs, sensing technological options, conceptualizing and experimenting, collaborating and BMI strategy) support, in combination with the management approach, the development of BMI in established SMEs. Third, open innovation (open flows of knowledge regarding market needs and the potential of technologies, as well as collaboration with customers) are concrete preconditions of business model innovation. Therefore, managers in SMEs need both to actively consider their management approach towards BMI, and to develop some key dynamic capabilities in their organizations to implement BMI, an approach also valid for post-Covid-19 management.

scholarly journals Dynamic Capabilities and Business Model Innovation of Platform Enterprise: A Case Study of DiDi Taxi

2020 ◽  
Vol 2020 ◽  
pp. 1-12
Author(s):  
Ping Lin ◽  
Xiaosan Zhang ◽  
Shuming Yan ◽  
Qingquan Jiang
Keyword(s):  
Business Model ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Sharing Economy ◽  
Theory Model ◽  
Business Model Innovation ◽  
Profit Model ◽  
Sustainability Problems ◽  
Sustainable Competitive Advantages

Internet has revolutionized business model and given birth to sharing economy. A large number of platform enterprises are growing rapidly but with sustainability problems. Platform enterprises have to continue innovating business models in order to obtain sustainable competitive advantages. In complex and varying environment, dynamic capabilities help enterprises overcome core rigidity and promote business model innovation. This article analyzes the elements of business model innovation of platform enterprises and also the relationship between dynamic capabilities and business model innovation. It concludes that the elements of business model innovation are value proposition, product, partnership, and profit model innovation. Dynamic capabilities promote business model innovation which has different guiding effects on the cultivation of dynamic capabilities. An exploratory case study was conducted, using DiDi taxi as an example, and verified the theory model.

scholarly journals THE ROLE OF BUSINESS MODEL INNOVATION FOR PRODUCT INNOVATION PERFORMANCE

2018 ◽  
Vol 22 (07) ◽  
pp. 1850061 ◽  
Author(s):  
SAM TAVASSOLI ◽  
LARS BENGTSSON
Keyword(s):  
Business Model ◽  
Product Innovation ◽  
Large Scale ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Innovation Performance ◽  
Community Innovation Survey ◽  
Product Innovations ◽  
Isolating Mechanisms

We analyse the effect of business model innovation (BMI) on the product innovation performance of firms, based on a dynamic capabilities theoretical framework. Our empirical study is based on a large-scale representative sample of cross-industry Swedish firms participating in three waves of the Community Innovation Survey (CIS) from 2008 to 2012. We hypothesise that BMI in the form of product innovations combined with different complementary and simultaneous innovations in processes, marketing and organisation will act as isolating mechanisms towards replication by competitors, resulting in superior firm performance. Our findings provide support for such hypothesis. BMI is significantly and positively associated with superior product innovation performance. Managers should frame and align product innovations in BMI context, i.e., dynamically adapting product innovations with process, marketing and organisation innovations.

scholarly journals Business Model Innovation for Circular Economy: Integrating Literature and Practice into a Conceptual Process Model

2019 ◽  
Vol 1 (1) ◽  
pp. 2517-2526
Author(s):  
Marina de Padua Pieroni ◽  
Tim McAloone ◽  
Daniela Pigosso
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Process Model ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Process Models ◽  
Innovation Development ◽  
Learning Skills ◽  
Systemic Process ◽  
Three Stages

AbstractA key question regarding business model innovation/development for circular economy is “how to make it happen in practice”? By systematically reviewing 92 approaches from circular economy and sustainability literature and practice, this research identifies requirements and proposes a holistic and systemic process for business model innovation for circular economy. This conceptual process model was consolidated based on the integration of the unique elements of sixteen existing process models. It comprises three-stages (sense, seize, transform) based on a dynamic capabilities view, and envisions 33 activities, 21 deliverables, 88 techniques/tools and 13 enablers or catalyzers for change. Besides enabling the view of processes and procedures with behavior and learning skills required to inspire circular economy thinking in business model innovation, it highlights the importance of 'formalized' decision-making procedures and includes activities to integrate sustainability thinking and to support the identification of required changes in product innovation/development.

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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