Business Model Innovation

Massa, Lorenzo; Tucci, Christopher L.

doi:10.1093/oxfordhb/9780199694945.013.002

Cited by 254 publications

(279 citation statements)

References 46 publications

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“…Our study responds to recent calls for research to enhance theoretical understanding of the processes of BM innovation in established firms (Arend, 2013;Demil et al, 2015;Massa and Tucci, 2014). We find a "drifting" pattern that originates from an existing BM configuration, goes early into operation, emphasizes experiential learning in early phases, and shifts to cognitive search when an organization aims to scale up the BM.…”

Section: Discussionsupporting

confidence: 69%

“…That is, BMs have been conceptualized as both cognitive artifacts and patterns of action (Baden-Fuller and Morgan, 2010;Massa and Tucci, 2014). On the one hand, BMs have been viewed as a cognitive phenomenon (Furnari, 2015;Martins et al, 2015) and described as representations (Arend, 2013;Morris et al, 2005;Perkmann and Spicer, 2010), cognitive instruments (Baden-Fuller and Mangematin, 2013), heuristics (Chesbrough and Rosenbloom, 2002), logics (Teece, 2010), and blueprints (Osterwalder and Pigneur, 2010).…”

Section: Bm Innovation and Organizational Learningmentioning

confidence: 99%

“…We considered BM innovation relative to a firm's existing BM(s) (e.g. Massa and Tucci, 2014) and we studied four cases in which established firms added a new BM to existing one(s). We use organizational learning theory as an analytical lens (Levitt and March, 1988) because several authors have referred to innovation in general (e.g.…”

Section: Introductionmentioning

confidence: 99%

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Learning while (re-)configuring: Business model innovation processes in established firms

Berends

Reymen

Podoynitsyna

2013

AMPROC

125

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This study addresses the question of how established organizations develop new business models over time, using a process research approach to trace how four business model innovation trajectories unfold. With organizational learning as analytical lens, we discern two process patterns: "drifting" starts with an emphasis on experiential learning and shifts later to cognitive search; "leaping," in contrast, starts with an emphasis on cognitive search and shifts later to experiential learning. Both drifting and leaping can result in radical business model innovations, while their occurrence depends on whether a new business model takes off from an existing model and when it goes into operation. We discuss the implications of these findings for theory on business models and organizational learning.

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Section: Discussionsupporting

confidence: 69%

Section: Bm Innovation and Organizational Learningmentioning

confidence: 99%

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Learning while (re-)configuring: Business model innovation processes in established firms

Berends

Reymen

Podoynitsyna

2013

AMPROC

125

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“…Generally speaking, it defines the rationale and logic that a firm identifies, creates, delivers and captures value; and illustrates the architecture of the product, service and information flows, the sources of revenue and benefits for suppliers and customers, and the method by which a firm builds and uses its resources to offer its customers better value than its competitors and make money in doing so (Massa & Tucci, 2012;Baden-fuller & Morgan, 2010: Li, 2014). An operations model is a key part of a business model, as it defines the way a business model works and how the firm implements its strategy, and in particular, how the firm configures its people, processes and technology to create and deliver value to its different stakeholders.…”

Section: Smart Cities and New Operations Modelsmentioning

confidence: 99%

How smart cities transform operations models: a new research agenda for operations management in the digital economy

Nucciarelli

Roden

et al. 2016

Production Planning & Control

148

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Article:Li, F, Nucciarelli, A, Roden, S et al.(1 more author) (2016) How smart cities transform operations models: a new research agenda for operations management in the digital economy. Production Planning and Control, 27 (6 ReuseUnless indicated otherwise, fulltext items are protected by copyright with all rights reserved. The copyright exception in section 29 of the Copyright, Designs and Patents Act 1988 allows the making of a single copy solely for the purpose of non-commercial research or private study within the limits of fair dealing. The publisher or other rights-holder may allow further reproduction and re-use of this version -refer to the White Rose Research Online record for this item. Where records identify the publisher as the copyright holder, users can verify any specific terms of use on the publisher's website. TakedownIf you consider content in White Rose Research Online to be in breach of UK law, please notify us by emailing eprints@whiterose.ac.uk including the URL of the record and the reason for the withdrawal request. How Smart Cities Transform Operations Models: A New Research Agenda for Operations Management in the Digital Economy AbstractThe notion of smart cities is growing in prominence in the digital economy. The integration of urban infrastructures with information and communication technologies (ICT), and the potentially increased transparency and predictability they offer, enables the development of new operations models across different sectors. Digitised infrastructures present new ways for public and private organisations to design and deliver products or services in a more customer-centric manner, particularly for those that require geographical proximity with consumers in the so-called O2O (online to offline) context. A framework is developed and used to analyse three case examples. These cases illustrate the emergence of new operations models and, demonstrates how smart cities are re-defining the characteristics of operations models around their scalability, analytical output and, connectivity. We also explore the feasibility, vulnerability and acceptability of each new operation. This paper contributes to our understanding of how smart cities can potentially transform operational models, and sets out a new research agenda for operations management in smart cities.

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“…It is therefore not surprising that for established businesses most research is viewing one or more cases through an ex post lens often with a dominant representational view on business models. It is, however, increasingly being acknowledged that there are significant differences between business model innovation (in the meaning of creating new business models), and the development of existing business models [33,34]. Studying the process of explicating the business model may provide insights on several interesting questions, such as, but not limited to: How are strategy options created?…”

Section: Introduction: the Business Model Approach In Strategic Managmentioning

confidence: 99%

Business Modelling as aWay Forward for Strategic Management Processes - A Case Study of SME’s

Jensen

2016

JMBMIT

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This comparative case study contributes to understanding the process of business modelling in small and medium sized companies. The study analyses and discusses how three companies applied a general business model framework for explicating and modelling their businesses. The study is based on data collected during a "live" business modelling process in existing firms. This addresses a general and combined gap in the literature on application of artefacts in business modelling, on insights in strategy processes, and on the role of actors. It is argued that business models may be linked to three distinctively different roles in strategizing; 1) for development, 2) for innovative or 3) for alignment purposes. These different roles have implications for the relation to the logic of the business model as well as the process. From a practical perspective a bold proposition could be that continuous and agile modelling within a scalable business model conceptualization can enable consolidation and accumulation of learning which can lead to stronger strategic leadership than traditional and formal processes. Such modelling processes may suit particularly well as a way forward for small and medium sized companies.

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Business Model Innovation

Cited by 254 publications

References 46 publications

Learning while (re-)configuring: Business model innovation processes in established firms

Learning while (re-)configuring: Business model innovation processes in established firms

How smart cities transform operations models: a new research agenda for operations management in the digital economy

Business Modelling as aWay Forward for Strategic Management Processes - A Case Study of SME’s

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