Service-dominant logic and the business model concept: toward a conceptual integration

Clauß, Thomas; Laudien, Sven M.; Daxböck, Birgit

doi:10.1504/ijeim.2014.064209

Cited by 20 publications

(22 citation statements)

References 71 publications

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Section: Scale Developmentmentioning

confidence: 99%

“…firms from the electronics, engineering, automotive industries, etc.). I restricted the scope to manufacturing firms as there might have been differences to service companies, especially regarding the use of new technologies or processes (Clauß et al, 2014). To collect the data, I personally interviewed exhibitors at leading international industryspecific trade fairs held in Germany 2013: Sensor & Test (sensor technology) and PCIM Europe (renewable energy and drive technology).…”

Section: Samplementioning

confidence: 99%

“…Scholars in different research areas have recognized the potential of unique and new business models in allowing firms to gain a competitive advantage (Casadesus‐Masanell and Zhu, ) even in mature markets (Sosna et al, ). Hence, considering the business model as a new unit of analysis has influenced numerous publications in areas such as strategic management (Zott and Amit, ; Matzler et al, ), innovation management (Chesbrough and Rosenbloom, ; Bucherer et al, ; Wei et al, ), entrepreneurship (George and Bock, ; Malmström et al, ) and marketing (Storbacka et al, ; Clauß et al, ).…”

Section: Introductionmentioning

confidence: 99%

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Measuring business model innovation: conceptualization, scale development, and proof of performance

2016

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Business model innovation is a topic that has received much attention from academia as well as from business practice. After extensive research on the definition and conceptualization of the concept and publication of many case-based results, recently scholars have been calling for more generalizable results, large-scale investigations and greater empirical sophistication. Despite the great importance of measuring business model innovation for various purposes, a validated measurement scale is still not available. I fill this gap by systematically developing a new scale for business model innovation. I follow a rigorous scale development approach to ensure validity and reliability. Specifically, I collected two large-scale samples of 126 and 232 firms to specify and assess the scale. As a result, I provide a hierarchical three-level scale for measuring business model innovation. At the first level, 41 reflective items are provided to measure ten subconstructs of business model innovation. These can be used as formative measures of three dimensions of business model innovation at the second level, namely value creation innovation, value proposition innovation and value capture innovation. At the third level, these three dimensions form the metaconstruct of business model innovation.

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Section: Scale Developmentmentioning

confidence: 99%

Section: Samplementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Measuring business model innovation: conceptualization, scale development, and proof of performance

2016

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“…Despite these structural mechanisms, it must be considered that customer co‐creation behavior does not only rely on their operational ability to interact with an organization, but also on each customer's willingness (Heidenreich and Handrich, ). In their conceptual integration of business model design and SDL, Clauß et al () propose that both structural and relational levels of customer interaction influence customer value co‐creation behavior. More generally, Tanev et al () find empirical evidence for links between the perceived degree of a business's innovativeness and customer value co‐creation.…”

Section: Introductionmentioning

confidence: 99%

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

2018

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Both researchers and practitioners have been focusing extensively on business model innovation, as it has shown to positively influence business performance. Although the effect of business model innovativeness on customer behavior might be an important mediator between business model innovation and business performance, it has not yet been analyzed. In line with recent calls to consider the customer side in business model innovation research, our paper addresses this problem by studying the influence of customers' perceived business model innovativeness (CPBMI) on customer satisfaction and customer value co‐creation behavior in the service sector. We, therefore, emphasize customers' perceptions and reactions to business model changes. Relying on data from a large‐scale survey of restaurant customers, we find that perceived value creation innovativeness and value proposition innovativeness positively affect customer satisfaction and customer value co‐creation behavior. In addition, we identify a significant indirect effect of CPBMI on customer satisfaction via customer value co‐creation behavior. Our findings allow deriving concrete implications for both researchers and practitioners.

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“…Bergek, et al (2013) Kim & Min (2015) Habtay (2012) Sabatier, et al (2012) Habtay & Holmen (2014 Velu (2015) Khanagha, et al (2014) Wan, et al (2015 Cluster 5 (8 articles) is primarily concerned with customer-oriented BMs. These articles center on the service economy, providing an analysis of the links between service BMs and service innovativeness (Cheng, Shiu & Dawson, 2014), service-dominant logic and the BM concept (Clauss, Laudien & Daxbock, 2014), and technology shifts and service innovation (Tongur & Engwall, 2014) or BM design (Wei, Yang, Sun & Gu, 2014). The cluster also sheds light on the inclusion of customers (Spickermann, Grienitz & Von Der Gracht, 2014) or partners (Rohrbeck, Konnertz & Knab, 2013) in the business-modelling process.…”

Section: Article In Pressmentioning

confidence: 99%

Business Model Research: A Bibliometric Analysis of Origins and Trends

Maucuer¹,

Renaud²

2019

M@n@gement

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The business model (BM) concept has become a major area of interest in Management literature, leading to the publication of a host of literature reviews and essays aimed at synthesizing and interpreting the development of BM research. Yet these general analyses have largely neglected the specificities of the two main disciplines in which the BM concept is anchored: Strategic Management and Innovation & Entrepreneurship. Accordingly, this article seeks to explore the intellectual roots and current trends of these disciplines to refine our understanding of the development of the BM literature. We draw on a mixed bibliometric analysis based on two samples of respectively 208 and 345 articles published in Strategic Management and Innovation & Entrepreneurship. This analysis enables us to compare the theoretical pillars (co-citation analysis) and research fronts (bibliographic coupling analysis) of BM research in these two foundational disciplines. Our results suggest a certain homogeneity within both the theoretical pillars of the disciplines and the incremental diversification of their research fronts. In light of these findings, we consider the future of the BM literature and accordingly propose a twofold developmental strategy for it.

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Service-dominant logic and the business model concept: toward a conceptual integration

Cited by 20 publications

References 71 publications

Measuring business model innovation: conceptualization, scale development, and proof of performance

Measuring business model innovation: conceptualization, scale development, and proof of performance

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

Business Model Research: A Bibliometric Analysis of Origins and Trends

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