Cognitive Constructions of Low–Profit and High–Profit Business Models: A Repertory Grid Study of Serial Entrepreneurs

Malmström, Malin; Johansson, Jeaneth; Wincent, Joakim

doi:10.1111/etap.12096

Cited by 45 publications

(44 citation statements)

References 77 publications

(100 reference statements)

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“…Scholars in different research areas have recognized the potential of unique and new business models in allowing firms to gain a competitive advantage (Casadesus‐Masanell and Zhu, ) even in mature markets (Sosna et al, ). Hence, considering the business model as a new unit of analysis has influenced numerous publications in areas such as strategic management (Zott and Amit, ; Matzler et al, ), innovation management (Chesbrough and Rosenbloom, ; Bucherer et al, ; Wei et al, ), entrepreneurship (George and Bock, ; Malmström et al, ) and marketing (Storbacka et al, ; Clauß et al, ).…”

Section: Introductionmentioning

confidence: 99%

Measuring business model innovation: conceptualization, scale development, and proof of performance

2016

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Business model innovation is a topic that has received much attention from academia as well as from business practice. After extensive research on the definition and conceptualization of the concept and publication of many case-based results, recently scholars have been calling for more generalizable results, large-scale investigations and greater empirical sophistication. Despite the great importance of measuring business model innovation for various purposes, a validated measurement scale is still not available. I fill this gap by systematically developing a new scale for business model innovation. I follow a rigorous scale development approach to ensure validity and reliability. Specifically, I collected two large-scale samples of 126 and 232 firms to specify and assess the scale. As a result, I provide a hierarchical three-level scale for measuring business model innovation. At the first level, 41 reflective items are provided to measure ten subconstructs of business model innovation. These can be used as formative measures of three dimensions of business model innovation at the second level, namely value creation innovation, value proposition innovation and value capture innovation. At the third level, these three dimensions form the metaconstruct of business model innovation.

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Section: Introductionmentioning

confidence: 99%

Measuring business model innovation: conceptualization, scale development, and proof of performance

2016

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“…The stocks and flows of a firm's tangible and intangible assets are organised according to the firm's strategy, which is the organisation's operative rationale to achieve its goals, coordinated by a firm's management processes to build and leverage competences. In the small firm, this means that competence acquisition is motivated by managers' perceptions of strategic gaps between the firm's current stocks and flows of assets and capabilities and the stocks and flows they believe they need to achieve the firm's goals in its competitive environment (Malmström, 2014;Malmström, Johansson and Wincent, 2015). Managerial perceptions of strategic gaps therefore lead to changes in each firm's strategic actions (Sanchez, Heene and Thomas, 1996;Heene, 1997a, 1997b).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Accounting knowledge in innovative firms - direct contacts with external auditors for strategic actions

Blomkvist

Johansson

Malmström

2016

IJMFA

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Managers' use of auditors in decision processes is well known in the accounting literature, but little is known about owner-managers in innovative firms and their acquisition of accounting knowledge through direct contacts with external auditors. We conducted a multiple embedded study of exploratory character based on 21 interviews with owner-managers and external auditors connected to six innovative firms. We show that owner-managers in innovative firms apply informal management control in early phases of the innovation process and thus also rely heavily on external auditors for such purposes. However, management's acquisition of accounting knowledge may contribute over time to the development of a more formalised control system as their competence increases. This study suggests that a competence-based view may be useful for understanding the role of accounting and external auditors in innovative firms' management control systems.Keywords: accounting knowledge; external auditor; innovative firm; strategic action.Reference to this paper should be made as follows: Blomkvist, M., Johansson, J. and Malmström, M. (2016) 'Accounting knowledge in innovative firms -direct contacts with external auditors for strategic actions', Int.

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“…In fact, the degree of failure in the business models of innovative organizations as a result of collaborative innovation projects is high (Chesbrough and Rosenbloom 2002;Malmström et al 2015). This high rate of failure is not only due to the challenges and obstacles in technology development but also to the social relations within the collaborations.…”

Section: Literature Review and Theoretical Perspectivementioning

confidence: 99%

Social exchange in collaborative innovation: maker or breaker

Malmström

Johansson

2015

J Innov Entrep

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Collaborations in innovation work between competitors have become a common practice in the information and communication technology sector (ICT), and substantial investments are made in such collaborations. Significant rationales for these collaborations include the high expectations placed on rapid and front-edge technology development and business exploitation. However, there is often a failure to reach the expected outcomes of such collaborations. This may be explained not only by the challenges and obstacles in technology development but also by the social relations within the collaborations. The purpose of this study is to explore the role of social exchange in the outcomes of early-stage innovation collaborations. More specifically, we explore the social facilitators of exchange and how such facilitators may influence collaboration outcomes. Social exchange theory is used for this purpose. This longitudinal study is based on a 3-year collaboration project for innovation using qualitative methods (29 interviews, observations of 7 project meetings). Three phases of social exchange in the collaboration are empirically identified: the dating phase, brainstorming phase, and decision phase. Three social facilitators of social exchange within these phases are conceptualized: trust, commitment, and congruence. Further, direct contacts are conceptualized as a social accelerator fueling these social facilitators. This study advances understanding of social facilitators in social exchange and their significance with regard to success/ failure outcomes. Risks of lock-in situations in collaborations for innovation are outlined in a knowledge exchange paradox.

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Cognitive Constructions of Low–Profit and High–Profit Business Models: A Repertory Grid Study of Serial Entrepreneurs

Cited by 45 publications

References 77 publications

Measuring business model innovation: conceptualization, scale development, and proof of performance

Measuring business model innovation: conceptualization, scale development, and proof of performance

Accounting knowledge in innovative firms - direct contacts with external auditors for strategic actions

Social exchange in collaborative innovation: maker or breaker

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