The role of imitation for business model design and firm performance: a new venture perspective

2013 ◽  
Vol 2013 (1) ◽  
pp. 17680 ◽  
Author(s):  
Karolin Frankenberger
Keyword(s):  
Firm Performance ◽  
Business Model ◽  
New Venture ◽  
Model Design ◽  
Business Model Design

Does entrepreneurial experience always promote novelty-centered business model design in new venture?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lingling Wang ◽  
Wenhong Zhao ◽  
Zelong Wei ◽  
Changbao Zhou
Keyword(s):  
Business Model ◽  
New Ventures ◽  
New Venture ◽  
Hierarchical Regression ◽  
Model Design ◽  
Competitive Intensity ◽  
Content Type ◽  
Entrepreneurial Experience ◽  
Negative Effect ◽  
Business Model Design

Purpose This paper aims to explore how intra-industry entrepreneurial experience and failure entrepreneurial experience affect novelty-centered business model design in a new venture. Moreover, the authors also consider whether the contingent value of entrepreneurial experience may differ according to competitive intensity. Design/methodology/approach A survey via questionnaire was conducted with 290 entrepreneurs and top managers from Chinese new ventures that provided the research data. Hierarchical regression analysis was used to test the proposed theoretical hypotheses. Findings The empirical results indicate that intra-industry entrepreneurial experience has an inverted U-shaped effect on novelty-centered business model design, whereas failure entrepreneurial experience has a negative effect on novelty-centered business model design. Furthermore, the authors also find that competitive intensity weakens the inverted U-shaped effect of intra-industry entrepreneurial experience on novelty-centered business model design. Originality/value This study offers new insights into the effects of intra-industry entrepreneurial experience and failure entrepreneurial experience on novelty-centered business model design and provides useful suggestions for new ventures to promote business model design.

INNOVATIVE BORN GLOBALS: INVESTIGATING THE INFLUENCE OF THEIR BUSINESS MODELS ON INTERNATIONAL PERFORMANCE

2017 ◽  
Vol 21 (01) ◽  
pp. 1750005 ◽  
Author(s):  
SASCHA KRAUS ◽  
ALEXANDER BREM ◽  
MIRIAM SCHUESSLER ◽  
FELIX SCHUESSLER ◽  
THOMAS NIEMAND
Keyword(s):  
Firm Performance ◽  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
Model Design ◽  
Born Globals ◽  
International Firm ◽  
Multiple Case ◽  
Business Model Design

Internationalization is a hot topic in innovation management, whereby the phenomenon of “Born Globals” is still limited to research in the domains of Entrepreneurship and International Management. As business model design plays a key role for Born Globals, we link these two concepts. For this, we propose hypotheses about the influence of efficiency-centered and novelty-centered business model design on international firm performance. To test these hypotheses, we performed a quantitative survey with 252 founders of international companies in Germany, Switzerland and Liechtenstein. Additionally, we gained further insights through a case study analysis of 11 Born Globals. The results show that business model design matters to international firm performance and the business model design of Born Globals tends to be more efficiency-centered. Based on a multiple case study, we analyzed business models in a more sophisticated way and derived propositions that yielded in an archetype of a Born Global’s business model.

scholarly journals The Role of Business Model Design in the Diffusion of Innovations: An Analysis of a Sample of Unicorn-Tech Companies

2019 ◽  
Vol 16 (01) ◽  
pp. 1950011 ◽  
Author(s):  
Andrea Urbinati ◽  
Davide Chiaroni ◽  
Vittorio Chiesa ◽  
Federico Frattini
Keyword(s):  
Business Model ◽  
Diffusion Of Innovations ◽  
High Speed ◽  
New Products ◽  
Digital Technologies ◽  
Fast Diffusion ◽  
Model Design ◽  
Business Model Design ◽  
S Curve

Innovation scholars have long studied how and why new products and services diffuse into the market following trajectories such as the S-curve and in accordance with epidemic, social, and information cascade models. However, we see today many new products and services, especially those enabled by digital technologies, which do not seem to fit the above-mentioned trajectories and models due to the incredibly high speed and virulence at which they diffuse. Moreover, the diffusion of these innovations does not seem to depend, contrary to what the previous patterns of innovation diffusion argue, on their technological characteristics or on demand-side factors, such as the word-of-mouth effect or the feedback they receive from their early adopters. Rather, their diffusion seems to be affected by the characteristics of the business model adopted by the companies that have created and commercialized them into the market. Accordingly, our study analyzes through the historical research methodology the business model of a sample of 50 Unicorn tech-companies, which have experienced incredibly fast diffusion rates and business growth and are disrupting entire industries. The outcome of our study is a framework that maps two business model configurations that explain the role of different business model design and innovation choices in the diffusion of new products and services enabled by digital technologies.

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