Business model innovation – state of the art and future challenges for the field

Spieth, Patrick; Schneckenberg, Dirk; Ricart, Joan E.

doi:10.1111/radm.12071

Cited by 412 publications

(344 citation statements)

References 66 publications

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“…Moreover, the studies on business model have not yet reached a common opinion about which components exactly build up a business model (Spieth et al, 2014). It is revealed a gap to clearly distinguish the business model from other managerial constructs such as, for example, strategy, organizational design, revenue models, and operations management (DaSilva and Trkman, 2014).…”

Section: The Notion Of Business Model (Bm)mentioning

confidence: 99%

“…A working definition of Business Model (BM) is: "the synthesis and the integration of all the strategic, organizational, managerial and economic components that any organizations -explicitly or implicitly -design, implement, manage, assess and eventually change and radically transform to guarantee uniqueness, performance, value creation and sustainability" (Magretta, 2002;Osterwalder and Pigneur, 2010;Spieth et al, 2014;Teece, 2010;Timmers, 1998).…”

Section: The Notion Of Business Model (Bm)mentioning

confidence: 99%

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The business model prism: managing and innovating business models of arts and cultural organisations

Schiuma

Lerro

2017

Journal of Open Innovation: Technology, Market, and Complexity

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Purpose: This paper introduces and analyses the Business Model Prism (BMP) for the arts and cultural organizations as multidimensional framework to map the "as is" structure and the logic of their business model as well as to drive the design of innovation initiatives, i.e. the "as should be" business model. The framework can be used both for descriptive and normative purposes and comprises seven facets organized and represented with a tri-dimensional prism which defines the key business components of arts and cultural organisations.Design/methodology/approach: The research design and methodology are based on a literature review on the themes of business models and business models innovation with a focus on the characteristics and features of the arts and cultural organisations. This paper has a conceptual nature and it is based on a literature review. This includes also a desk research investigation of some key examples of arts and cultural organisations that have adopted innovations to transform the way how they work and deliver value to audience. The development of the novel framework builds the foundation for applying operatively and testing it in arts and cultural organisations and supports them in mapping and transforming effectively their business model. Originality/value: Traditionally great attention the studies on business model innovation have been focused on businesses and public organisations, while rather limited attention has been paid to the investigation of how arts and cultural organisations can develop and manage their business models. Most of the attempts in this direction are aimed at contextualising, in the cultural sector, frameworks that have been devised for the business sector. Although acknowledging the relevance of these contributions, they present weaknesses related to the capacity to take into account the specific characteristics and features of the arts and cultural organisations. The originality and the value of this paper resides, then, in the attempt to fill this gap, providing a new and industry-specific framework able to effectively support the management and the innovation of the business models in the arts and cultural sector. Practical implications: The proposed framework can support arts and cultural managers to understand the key dimensions characterising the business model of their organizations. In addition, it provides guidelines to map and design managerial initiatives to develop and transform the business model of arts and cultural organisations.

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Section: The Notion Of Business Model (Bm)mentioning

confidence: 99%

Section: The Notion Of Business Model (Bm)mentioning

confidence: 99%

The business model prism: managing and innovating business models of arts and cultural organisations

Schiuma

Lerro

2017

Journal of Open Innovation: Technology, Market, and Complexity

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“…The research themes that have surfaced in recent years include the following: -the business model as a new and distinct level and unit of analysis in strategic, organizational and entrepreneurship research (Zott et al, 2011); -the business model as a means of providing a broad system-level approach to value creation for all stakeholders (Zott et al, 2011); -the business model as the basis for enterprise classification (Lambert & Davidson, 2013); -the business model as a contributor to business success (Lambert & Davidson, 2013); -business model innovation of itself (Lambert & Davidson, 2013;Schneider & Spieth, 2013;Spieth, Schneckenberg, & Ricart, 2014).…”

Section: In Order To Act In a Scientificmentioning

confidence: 99%

“…Through conceptual and analytical research, clarify the meaning of the frequently used term 'business model innovation', and determine what changes constitute a business model innovation (DaSilva & Trkman, 2014); Design and test management tools and practices to support the business model innovation process (Schneider & Spieth, 2013) through normative and related inductive empirical research; Explore, through empirical research, the sources and antecedents of business model innovation (Spieth et al, 2014); how, when and why business models require transformation (Arend, 2013) and the levers and barriers that enable or hinder the process of business model innovation;…”

Section: Business Model Change/innovation/renewalmentioning

confidence: 99%

Business Model Research: From Concepts to Theories

Lambert¹,

Montemari²

2017

IJBM

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The purpose of this paper is threefold. Firstly, it provides business model researchers with a structured analysis of the research that is required to enable business model theories to be developed. A schema for analyzing existing research and for discerning the research required to move towards business model theory building is proposed. The importance of conceptual research along with deductive and inductive empirical research is emphasized. Secondly, the extant business model literature is analyzed according to the research schema to highlight current gaps in the research and the progress being made towards theorization. Thirdly, opportunities for future research are identified and thematically categorized to encourage progressive cycles of conceptual-deductive-inductive research and ultimately, theorizing. The need for business model theory building, both in relation to the business model concept per se and concerning the relationships between business models and other phenomena, is the basis of this article.

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“…the application of a learning and cognitive perspective. Some recent articles indicate that conducting research from a cognitive perspective could be a promising line of investigation (Spieth, Schneckenberg, andRicart 2014, Demil et al 2015). Our study also comes under the cognitive research agenda.…”

Section: -Introductionmentioning

confidence: 99%