A framework for business model with strategic innovation in ICT firms

Faghih, Nezameddin; Dastourian, Banafsheh; Sajadi, Seyed Mojtaba; Henten, A.; Foroudi, Pantea

doi:10.1108/bl-01-2018-0002

Cited by 18 publications

(14 citation statements)

References 8 publications

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“…Another stream was on strategic innovation as a foundation for a business model where Faghih, Dastourian, Sajadi, Henten, and Foroudi, (2018) analyzed a framework for business model with strategic innovation in the ICT sector in Iran establishing that a well designed business model is a reflection of strategic innovation in the business affecting performance. We observed organizational structure linked to innovation performance and other variable.…”

Section: The Case For a Theoretical Modelmentioning

confidence: 99%

“…The studies established that strategic innovation has a positive influence on strategic innovation capacity, creation of new markets and product innovation that explains variation in performance. Faghih et al, (2018) analyzed a framework for business model with strategic innovation in the ICT sector in Iran establishing that a well designed business model is a reflection of strategic innovation in the business affecting performance. Kariuki, (2014) reviewed strategic innovation in the telecommunication industry in Kenya and established that strategic innovation has a positive effect on organization's performance.…”

Section: Strategic Innovation and Firm Performancementioning

confidence: 99%

See 1 more Smart Citation

Conceptualizing Strategic Innovation in a Firm Context: A Theoretical Review and Research Agenda

Mulaa¹,

Kilika²,

Namusonge³

2021

jeb

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The literature on strategic management recognizes the pivotal role played by strategic innovation as a strategic choice in organizations in order to create a sustainable competitive advantage. However, although there are emerging calls for the adoption of strategic innovation in a firm’s strategic management process, the concept of strategic innovation is not well understood. The scanty empirical literature reviewed has methodological and conceptual gaps that affect the generalizability of findings even in similar contexts. In this paper, the authors have attempted to review Strategic Innovation and argued that the emerging phenomena from its deployment in firms invite the role of the firm structure and innovative capacity as the firm seeks to enhance its chances of survival in a rapidly changing firm context. The conceptual, theoretical and empirical literature reviewed identified diverse issues that present a case for a theoretical model suitable to advance the current understanding of strategic innovation and the emerging phenomenon in firms. This paper therefore proposes an integrated theoretical model conceptualizing strategic innovation in a firm context and identifies relevant implications for future research.

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Section: The Case For a Theoretical Modelmentioning

confidence: 99%

Section: Strategic Innovation and Firm Performancementioning

confidence: 99%

Conceptualizing Strategic Innovation in a Firm Context: A Theoretical Review and Research Agenda

Mulaa¹,

Kilika²,

Namusonge³

2021

jeb

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“…Better information can lead to more efficient value adding, whether through better operations or lower overheads. It can also lead to and be part of the adoption of new business models (Parnell et al , 2018), a point which also applies to smaller firms (Faghih et al , 2018), or the abandonment of uneconomic ones. In making investment decisions relating to information, it makes sense to identify how improved or additional information leads to better value added, at what stage in the value chain, and whether estimates of improved value added are realistic.…”

Section: Information In Value Chains Of Economies Societies Governments Organisations and Individualsmentioning

confidence: 99%

The making of information nations

Stone

Machtynger

Machtynger³

et al. 2019

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Purpose The purpose of this paper is to identify the main characteristics of what have come to be called information nations and to identify some of the determinants of success in becoming an information nation. Design/methodology/approach The paper is based on a critical review of the literature and of secondary data on information technology and services from studies of the innovativeness of nations. Findings Success in becoming an information nation is not necessarily closely connected with investments in information technology and services by firms and policies supporting these investments by governments, or with education policies designed to support the development of science, technology, engineering and mathematics. Other factors, such as the vibrancy of capitalism, particularly the funding of new ventures, the culture of the nation and its focus on non-scientific determinants of innovation, such as design, are also important. Governments should be careful not to take credit for achievements when their policies are merely coincident with those achievements. Research limitations/implications The main limitations relate to the focus of this article on two sets of nations, South East/East Asia and two Western nations. The review of their performance is relatively high level and needs to be deepened, while the number of nations included in the research needs to be increased. Practical implications This paper has substantial practical implications for government policymakers, in terms of whether and how they should make policy at all in this area, and for companies trying to establish a long-term position in the global economy, in terms of being careful not to go against the very strong economic forces which favour certain kinds of activities in certain countries. Social implications This paper has significant social implications, because much of the thinking about developing information societies relies on generalisations about the creation of information nations that may not hold. Governments and social commentators are encouraged to approach the idea of making “big policies” in this area with some scepticism. Originality/value The content of this paper is not original, but the challenge to policymakers is relatively original, as too often the work of academics is sponsored by governments that are trying to legitimate the value of their own efforts.

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“…Wirtz et al (2016) suggest that a strategy involves a vision, positioning relative to the environment or competitors, an idea of which direction the business will take, and that this view is supported by many classic strategy authors. Faghih et al (2018), in an article which presents a particularly good synthesis of the discussion of the relationship between business model innovation, strategy and strategic innovation, suggest that all firms have a business model, whether implicit or implicit, but not all firms have a strategy. Osterwalder et al (2005) argue that when fundamental decisions are made on a company's medium-and longterm objectives, the business model concept applies to the value creation logic of a company, as a holistic, aggregated, description of company activities, including processes.…”

Section: Literature Reviewmentioning

confidence: 99%

How leaders manage their business models using information

Parnell¹,

Stone

Aravopoulou

2018

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Purpose The purpose of this study is to explore the information leaders keep their organisations competitive by determining if their business model is under threat and/or needs changing and whether business model innovation is needed. Design/methodology/approach This study uses a grounded theory approach to probe an area which has been so far researched very little. Findings The paper identifies that while quality of management information affects leaders’ decisions about whether their business model is under threat or needs changing, leaders may or may not choose to use it. Research limitations/implications The research was carried out with large firms in six sectors in the UK. Research in other sectors, in smaller firms and in other countries, should be carried out to test generalisability. Practical implications Although many large firms have made very large investments into areas such as customer insight in the past few years, there may be resistance to using this information even if it indicates that a firm’s current business model is under threat, because of straightforward denial or because of the inertia associated with factors such as difficulties in changing business models or the extent to which the firm’s financial situation is based upon exploiting its current business model, no matter how much that model is under threat from firms with other business models. Therefore, in strategic reviews, firms should factor in these risks and seek to mitigate them. Social implications In public sector organisations, these risks of denial or inertia may be stronger because of conservatism and lack of willingness to take the risks of change, so public sector decision makers need to be particularly aware of these risks and seek to mitigate them. Originality/value The theoretical contribution of this research is to add to business model and strategic management literature by explaining the role that information plays in business model choice and how its role depends on whether and how the information is used by senior management.

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A framework for business model with strategic innovation in ICT firms

Cited by 18 publications

References 8 publications

Conceptualizing Strategic Innovation in a Firm Context: A Theoretical Review and Research Agenda

Conceptualizing Strategic Innovation in a Firm Context: A Theoretical Review and Research Agenda

The making of information nations

How leaders manage their business models using information

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