Antecedents and Consequences of Business Model Innovation: The Role of Industry Structure

Waldner, Florian; Poetz, Marion; Grimpe, Christoph; Eurich, Markus

doi:10.5465/ambpp.2015.16790abstract

Cited by 16 publications

(16 citation statements)

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“…Traditionally, BM research has been conducted within three areas: (a) Internet, mobile, and information technologies as they impact businesses at the infrastructure and application levels redefining the role of actors in the converging telecommunications and information systems domain (Ballon, 2007;Bouwman et al, 2008;Methlie & Pedersen, 2007;Walravens, 2015); (b) strategic issues related to firms' performance and value creation (Casadesus-Masanell & Ricart, 2010;Hedman & Kalling, 2003;Zott & Amit, 2008; and (c) innovation and technology management (Chesbrough, 2006(Chesbrough, , 2010Waldner, Poetz, Grimpe, & Eurich, 2015;Zott et al, 2011). BM research is largely based on case studies, specifically in the domain of Internet, mobile communications, Internet-of-Things, cloud computing, and information technologies (Al-Debei, Al-Lozi, & Al-Hurjan, 2015;Ballon, 2007;Bouwman et al, 2008;Dijkman, Sprenkels, Peeters, & Janssen, 2015;Khanagha, Volberda, & Oshri, 2014;Turber, vom Brocke, Gassmann, & Fleisch, 2014).…”

Section: Definitionsmentioning

confidence: 99%

Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs?

Bouwman

Nikou

Reuver

2019

Telecommunications Policy

405

245

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Digital transformation is requiring companies to rethink and innovate their business models (BMs). However, small-and medium-sized enterprises (SMEs) have scarce time and resources for experimenting with their BMs and implementing new strategies. This paper examines whether SMEs that undergo digital transformation perform better if they allocate more resources for BM experimentation and engage more in strategy implementation. An empirical study was conducted on 321 European SMEs that actively use social media, big data, and information technology to innovate their BMs. Furthermore, structural equation modelling showed positive overall firm performance effects of more resource allocation to BM experimentation and more engagement in practices of strategy implementation. These effects were mediated by BM experimentation practices and company innovativeness. Moreover, fuzzy-set qualitative comparative analysis (fsQCA) revealed the presence of equifinality by identifying different configurations in which these antecedent conditions affect overall firm overall performance. The results of two methodological approaches showed that SMEs may take different routes to improve their performance when digital transformation is changing their BM. This paper is one of the first to analyse how SMEs can handle the impact of digitalization by spending more time and effort on innovating their BMs. Practical and policy implications are discussed.

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Section: Definitionsmentioning

confidence: 99%

Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs?

Bouwman

Nikou

Reuver

2019

Telecommunications Policy

405

245

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“…innovation and technology management (Chesbrough, 2010(Chesbrough, , 2006Waldner et al, 2015;Zott et al, 2011).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

The impact of digitalization on business models

Bouwman

Nikou

Molina-Castillo

et al. 2018

DPRG

252

165

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Purpose This paper aims to explore how digital technologies have forced small- to medium-sized enterprises (SMEs) to reconsider and experiment with their business models (BMs) and how this contributes to their innovativeness and performance. Design/methodology/approach An empirical study has been conducted on 338 European SMEs actively using social media and big data to innovate their BMs. Four in-depth case studies of companies involved in BM innovation have also been carried out. Findings Findings show that the use of social media and big data in BMI is mainly driven by strategic and innovation-related internal motives. External technology turbulence plays a role too. BMI driven by social media and big data has a positive impact on business performance. Analysis of the case studies shows that BM is driven by big data rather than by social media. Research limitations/implications Research into big data- and social media-driven BMs needs more insight into how components are affected and how SMEs are experimenting with adjusting their BMs, specifically in terms of human and organizational factors. Practical implications Findings of this study can be used by managers and top-level executives to better understand how firms experiment with BMI, what affects business model components and how implementation might affect BMI performance. Originality/value This paper is one of the first research contributions to analyse the impact of digitalization, specifically the impact of social media and big data on a large number of European SMEs.

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“…Business model innovation involves the company’s understanding of its context and its current position within this context. Managing business model development includes an understanding of how the industry develops (Giesen et al , 2007) and the effect of industry structure, that is business model innovation takes place in larger firms to a greater extent (Waldner et al , 2015), but there are contradictory findings on how industry life cycle plays a role in business model innovation, whether in early industry life cycles (Waldner et al , 2015) or at later stages (Massa and Tucci, 2013). It is also important to consider how this affects and develops current and potential revenue streams, and what is unique about the company’s current strengths and assets in terms of the company’s development (Giesen et al , 2007; Boons and Lüdeke-Freund, 2013; Teece, 2010).…”

Section: Business Model Innovation Sustainability and Product‒service Systemmentioning

confidence: 99%

Business model development for sustainable apparel consumption

Holtström

Bjellerup

Eriksson

2019

JSMA

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Purpose The purpose of this paper is to identify key aspects of business model development for sustainable apparel consumption, as actors show an increasing interest in product‒service systems. This purpose should be seen from a retailers’ perspective so as to develop sustainable solutions for long-term survival in the apparel industry when meeting consumer preferences for fashion as well as an increasing interest in consuming less. Further, this is from a perspective in an economy where sharing and circularity are potential drivers for changing consumer patterns. Design/methodology/approach The study is based on the apparel retailer Houdini Sportswear and its business model development from a traditional model of selling sportswear to a more future-oriented model where sustainability is more salient. The data for analysis were collected through interviews with employees within the studied company. The interviews have been guided by overarching themes covering relevant areas of interest for this study. Findings Overall, the paper shows how sustainability can be included in strategic development, from product idea, product development, production and sales/rental to repair, reuse and finally recycling. The paper also highlights potential obstacles in a developed business model with increased sustainability, including technological platforms, distribution networks for collecting and returning products and consumer consumption preferences. There are a few intertwined factors to be considered on different societal levels to achieve long-term success. Originality/value This study contributes an increased understanding of how more sustainable solutions can be included when developing business models. While the manufacture, distribution and consumption of clothes have an impact on the environment, some retailers and producers want to reduce this environmental impact. One alternative is to change the way clothes are consumed, to include more sharing and circularity.

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Antecedents and Consequences of Business Model Innovation: The Role of Industry Structure

Cited by 16 publications

References 0 publications

Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs?

Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs?

The impact of digitalization on business models

Business model development for sustainable apparel consumption

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