Business model innovation through dynamic capabilities in small and medium enterprises – Evidence from the German Mittelstand

Heider, Anne; Gerken, Maike; Dinther, Nicolas van; Hülsbeck, Marcel

doi:10.1016/j.jbusres.2020.04.051

Cited by 101 publications

(64 citation statements)

References 117 publications

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“…However, while their long-term orientation and employee commitment positively influence innovation, the risk aversion of later family generations and resource constraints can pose a challenge (Decker & Günther, 2017;Werner et al, 2018). Prior research has found that resource constraints and liabilities of smallness can hinder the formation of dynamic capabilities needed for business model innovation (Heider et al, 2020).…”

Section: The German Mittelstand and Its Characteristicsmentioning

confidence: 99%

Financial performance of hidden champions: Evidence from German manufacturing firms

2021

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Hidden champions are market leaders in niche markets and are an important part of the German Mittelstand. Although the hidden champion phenomenon has received considerable interest in practice, few academic studies on this issue exist. We especially lack evidence on the financial performance of hidden champions. Our study addresses this gap and investigates the profitability of hidden champions. In analyzing a panel dataset of 4677 German manufacturing firms, of which 617 are hidden champions, we find that hidden champions have significantly higher profitability with regard to return on assets but less so regarding return on equity. The hidden champion performance effect on return on assets is valued at 1.7 percentage points. Furthermore, the hidden champion performance effect decreases with firm size. Our paper contributes to the literature on the effect of firm strategy on firm profitability and adds to a better understanding of the hidden champion phenomenon.

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Section: The German Mittelstand and Its Characteristicsmentioning

confidence: 99%

Financial performance of hidden champions: Evidence from German manufacturing firms

2021

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“…Innovations that change the supportive eco-system are often framed as gamechanging and hence beneficial to those firms that may not have benefited from or may have been constrained by stakeholders of the old eco-system (Adner 2006;Azzone and Noci 1998). In conjunction with the resourced based perspective which highlights the importance of resources and capabilities, this is particularly significant for small firms where lower bargaining power compared to large firms does not allow them to fully access critical resources and capabilities (Campbell and Park 2017;Heider et al 2020).…”

Section: Framework For Small Business Adoption Of Cutting-edge Technomentioning

confidence: 99%

Cutting-edge technologies for small business and innovation in the era of COVID-19 global health pandemic

Akpan

Soopramanien

Kwak

2020

Journal of Small Business & Entrepreneurship

175

111

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The adoption of cutting-edge technologies to steer business activities during community lockdown to contain the spread of the COVID-19 pandemic, even if involuntarily, provides evidence that technologies not only offer competitive advantages but also provides a means for survival, by improvising existing business models. In June 2019, we issued a call for papers to address the awareness, adoption, and implementation challenges of technologies that can drive businesses of all sizes in the fourth industrial revolution. We intended to identify as critical elements the "must-have" and a "nice to have" technologies for small businesses and innovation. Then the ongoing COVID-19 global health pandemic struck in December 2019, forcing the need for digitization of business activities and remote operations, which was

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“…Business model innovation is associated with the agile and radical redesign of extant business models that is based on dynamic capabilities (Heider et al 2020 ; Semke and Tiberius 2020 ) and aims at fostering growth, firm performance, and the development of a competitive advantage (Amit and Zott 2012 ; Bouncken et al 2016 ; Bouncken et al 2019 ; Brand et al 2019 ; Breier et al 2021 ; Kraus et al 2020c ; Tiberius et al 2020a ). Apart from radical business model innovation, firms also implement incremental business model reconfigurations (Clauss et al 2020 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Value configurations in sharing economy business models

Reuschl¹,

Tiberius

Filser

et al. 2021

Rev Manag Sci

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The sharing economy gains momentum and develops a major economic impact on traditional markets and firms. However, only rudimentary theoretical and empirical insights exist on how sharing networks, i.e., focal firms, shared goods providers and customers, create and capture value in their sharing-based business models. We conduct a qualitative study to find key differences in sharing-based business models that are decisive for their value configurations. Our results show that (1) customization versus standardization of shared goods and (2) the centralization versus particularization of property rights over the shared goods are two important dimensions to distinguish value configurations. A second, quantitative study confirms the visibility and relevance of these dimensions to customers. We discuss strategic options for focal firms to design value configurations regarding the two dimensions to optimize value creation and value capture in sharing networks. Firms can use this two-dimensional search grid to explore untapped opportunities in the sharing economy.

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Business model innovation through dynamic capabilities in small and medium enterprises – Evidence from the German Mittelstand

Cited by 101 publications

References 117 publications

Financial performance of hidden champions: Evidence from German manufacturing firms

Financial performance of hidden champions: Evidence from German manufacturing firms

Cutting-edge technologies for small business and innovation in the era of COVID-19 global health pandemic

Value configurations in sharing economy business models

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