Business model innovation influencing factors: an integrative literature review

Abstract

Highlights: Proposal to integrate the Business Model Innovation (BMI) influencing factors in a single framework. Twelve BMI influencing factors found through an integrative literature review. Factors grouped through an affinity diagram to design the framework architecture, containing four categories. The study highlights the importance for companies to consider the interrelationship between the influence factors to be successful in their BMI initiatives.
 Goal: This paper aims to provide an integrated framework that comprises influence factors for business model innovation, and describe them by exploring the linkages between different factors.
 Design / Methodology / Approach: an integrative literature review was conducted using PRISMA work flow to manage this kind of methodology.
 Results: This work finds 12 main potential influence factors for business model innovation. All factors have been grouped into four different categories, using the affinity diagram approach. 
 Limitations of the investigation: Business model innovation is a recent research topic, and not all its influence factors are agreed upon. Despite the importance of grouping, those already described in a single framework, there may be other relevant factors not mapped.
 Originality / Value: Despite the existence of bibliographic material on specific influencing factors, there is, to the best of the authors’ knowledge, no study that integrates all the explored factors. This work contributes to literature by integrating the diverse factors into a single framework.
 Practical implications: It contributes to practice, enticing managers to reflect on their own environment, and on the possible paths to follow for succeeding with its business model innovations efforts.

Operationalizing Business Model Innovation through Big Data Analytics for Sustainable Organizations

“…In this sense, other organizations with other features may need different approaches or adaptations. In order to address more closely the conditions of the environment directly related to competitiveness, a study pointing out influencing factors for BMI correlated to this present work can be observed in Reference [58]. Nevertheless, the positive side of a single case study is that we could follow closely the problems associated with conducting the BMI process.…”

“…During this stage, information was gathered about the current BM of the company as well as the management's evaluation of the success and adequacy of the BM. Data collection also addressed resistance to change or, in other words, the central logic barrier [37,58]. Interviews were also conducted longitudinally in order to produce evidence on how the proposed artifact was working and to document changes in cognition; even though the cognitive dimension was the most exploited, it remained an important barrier to BMI; thus, the artifact application should also consider this dimension to be successful.…”

“…In this connection, the orientation of experiments of a BM based on performance data, using a systematic, repeatable BM performance process can overcome some of the barriers regarding BMI. These are mainly cultural barriers, such as actions that have led to failure in the past, and, therefore, are assumed to be dangerous and provoke aversion [57] and cognitive inertia [58]. At the same time, using data to support performance management process, improving performance in an observable manner, can help reduce such barriers.…”

Carving out New Business Models in a Small Company through Contextual Ambidexterity: The Case of a Sustainable Company

“…However, as the process was carried out, and improvements in organizational performance were reported, a greater predisposition to conduct experiments with the BM was observed. Thus, shifting the company's management view of innovation, which is considered a key cognitive barrier for BMI related to cultural aspect [131]. It was not possible to identify the factor of organizational inertia, perhaps because of the small company characteristics of the analysis unit.…”

The intersection between business model and modularity: an overview of the literature

“…The literature highlights many benefits harvested from modularity and business models encompassing business model innovation (Aversa et al, 2015;Bouncken et al, 2016;Gärtner and Schön, 2016;Saebi, 2017a, 2017b;Minatogawa et al, 2018), enhanced strategic flexibility (Tsvetkova and Gustafsson, 2012;Aversa et al, 2015;Tsvetkova et al, 2015;Gärtner and Schön, 2016), and cost reductions and cost-efficient operations (Bask et al, 2011b;Tsvetkova and Gustafsson, 2012;Tsvetkova et al, 2015;Abdelkafi et al, 2018), allowing customization while providing standardization of modules in service modularity (Pekkarinen and Ulkuniemi, 2008;Bask et al, 2011a;Carlborg and Kindström, 2014;Abdelkafi et al, 2018), as well as upgradability in business model building blocks for enhanced business performance/functionality (Aversa et al, 2015). On the other hand, apart from the benefits of modularity to the business model domain, the lack of fertilization between modularity and strategic concepts persists (Gärtner and Schön, 2016) as modularity has not been applied to business model literature consistently (Bask et al, 2011b), opening multiple future research possibilities (Aversa et al, 2015).…”