scholarly journals The role of stakeholders in relation to the business model in the taxi industry

2017 ◽  
Vol 5 (1) ◽  
pp. 3-17
Author(s):  
Jakob Bitsch ◽  
Sara Brochstedt ◽  
Alexander Hjerrild Holm ◽  
Andreas Knudsen
Keyword(s):  
Business Model ◽  
Stakeholder Theory ◽  
Business Models ◽  
Business Model Innovation ◽  
Multiple Sources ◽  
Taxi Industry

This paper illustrates how business models and business model innovation are related to the theory of stakeholders. Thepaper explores how lack of business model innovation in the taxi industry, can be explained by the relation to the powerand interests of its stakeholders. The authors have employed an explanatory case study, using multiple sources ofevidence, primarily archival records and observations. The research reveals that the business model of the taxi industryhave not experienced major changes, even though the environment surrounding the taxi industry have seen severalchanges. An analysis of the stakeholders of the taxi industry explains that the lack of business model innovation is aconsequence of the misfit between the power of the taxi industry and government, and the customers. The papercontributes to the existing literature of business models, business model innovation and stakeholder theory, and theirrelation in between.

The Role of Internal Standardization in Business Models

2020 ◽  
pp. 931-953
Author(s):  
Magnus Johansson ◽  
Amalia Foukaki ◽  
Matts Kärreman
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. We develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

The Role of Internal Standardization in Business Models

2019 ◽  
pp. 126-148
Author(s):  
Magnus Johansson ◽  
Matts Kärreman ◽  
Amalia Foukaki
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. The authors develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

scholarly journals Driving internationalization through business model innovation

2019 ◽  
Vol 28 (2) ◽  
pp. 201-220 ◽  
Author(s):  
Angelo Cavallo ◽  
Antonio Ghezzi ◽  
Bertha Viviana Ruales Guzmán
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
International Entrepreneurship ◽  
Single Case ◽  
Business Model Innovation ◽  
Content Type ◽  
A Company ◽  
North Western

Purpose This paper aims to investigate how a firm may innovate its business model to internationalize. Design/methodology/approach Owing to its novelty and to the depth of the investigation required to grasp the mechanisms and logics of business model innovation aiming at internationalization, a single case study has been performed related to a company located in North-Western Colombia. Findings The study provides detailed empirical evidences over the mutual connection and complementarities among value mechanisms of business models. Moreover, this study suggests that BMI fosters internationalization to scale, which, in turn, will require additional changes to match new customer needs as they emerge. Also, the study shows an extension of the action–space of lean startup approaches, intended as scientific approaches to international entrepreneurship. Originality/value This study connects business model innovation and internationalization as few studies have done before.

Cultural Tourism O2O Business Model Innovation-A Case Study of CTrip

2016 ◽  
Vol 14 (2) ◽  
pp. 16-31 ◽  
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

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.

The Role of Internal Standardization in Business Models

2020 ◽  
pp. 491-512
Author(s):  
Magnus Johansson ◽  
Amalia Foukaki ◽  
Matts Kärreman
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Firm Level ◽  
Internal Standardization

This chapter focuses on business models and the role of internal standardization in business models. We develop a typology that outlines the role of internal standardization for a set of value configurations that serve as representations of generic business models. The topic is of importance for both managers and researchers in relation to firm level innovation and strategy, as well as how business models relate to internal and external standardization. With regard to business model innovation, this chapter can aid in identifying shifts in the firm's internal standardization focus associated with changes in its business model.

scholarly journals Analysis of business models innovation – a multiple case study

2019 ◽  
Vol 16 (1) ◽  
pp. 17-35 ◽  
Author(s):  
Moema Pereira Nunes ◽  
Ana Paola Russo
Keyword(s):  
Business Model ◽  
Business Models ◽  
Multiple Case Study ◽  
Business Model Innovation ◽  
Manufacturing Companies ◽  
Content Type ◽  
Analysis Technique ◽  
New Business ◽  
Multiple Case

Purpose This paper aims to analyze the business model innovation in medium and large Brazilian manufacturing companies located in Rio do Sul State. Design/methodology/approach A holistic multiple case study in five companies was developed. Data were collected through interviews and analyzed according to the content analysis technique. Findings The main motivation to business model innovation was the innovation in products and services, while the difficulties were the factors relating to the cost. The most common practice among cases was innovation in value proposition and the most widely used method was learning-by-searching. While part of the theory was demonstrated in the case studies, new motivations and practices were identified. The investigation of the learning process on business models’ innovation is pioneered in this study. Further studies on this subject are required. Originality/value New business models are likely to provide new opportunities to better address customer needs, generating differentiating itself from its competitors. It is a subject little investigated in the international context, and there are no studies to investigate the experience of Brazilian companies.

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.

Reinventing Business Models

2017 ◽  
Author(s):  
Henk Volberda ◽  
Frans A.J. Van Den Bosch ◽  
Kevin Heij
Keyword(s):  
Case Studies ◽  
Business Model ◽  
Business Models ◽  
Organizational Form ◽  
Business Model Innovation ◽  
Model Management ◽  
Competitive Environments ◽  
New Knowledge ◽  
Is Strategy

Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to replicate existing models or develop new ones? Renewal is especially vital in highly competitive environments. Nonetheless, whatever the environment, high levels of both replication and renewal will be key for a firm to succeed. This book looks at four levers that can be used by managers to innovate their business model: management itself, organizational form, technology, and co-creation with external parties are analysed. Furthermore, specific combinations which strengthen business model innovation are analysed. To help firms, the book also explores the different factors that can either enable or inhibit business model innovation. Through an investigation of replication versus renewal and of strategy-driven versus client-driven change, four distinct modes of business model innovation are identified: exploit and improve (replication which is strategy-driven); exploit and connect (replication which is customer-driven); explore and connect (renewal which is customer-driven); and explore and dominate (renewal which is strategy-driven). This book ends with a list of managerial dos and don’ts for business model innovation.

Public Organizations and Business Model Innovation

2017 ◽  
pp. 47-72 ◽  
Author(s):  
Mateusz Lewandowski
Keyword(s):  
Quality Of Life ◽  
Public Sector ◽  
Business Model ◽  
Public Services ◽  
Business Models ◽  
Public Organizations ◽  
Business Model Innovation ◽  
Model Framework

Improvement of public services and raising the citizens' quality of life is one of the biggest concerns of public sector. Changing the way public organizations operate could support such an improvement. In this regard, business model framework is an emerging field of research that could shed some new light. Yet, in case of public organizations, business model innovation remains heavily underexplored. The purpose of this chapter is threefold, to indicate and discuss the opportunities of adapting the business model innovation theory to public organizations, to conceptualize its theoretical framework, and to explore the role of public service design in the process of innovating public sector business models.

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