Corporate Business Model Transformation and Inter-Organizational Cognition: The Case of Nokia

Aspara, Jaakko; Lamberg, Juha‐Antti; Laukia, Arjo; Tikkanen, Henrikki

doi:10.1016/j.lrp.2011.06.001

Cited by 196 publications

(143 citation statements)

References 64 publications

(66 reference statements)

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“…Chesbrough identified that obstruction and confusion hinder Sustainability 2018, 10, 33 4 of 19 a firm's BM innovation, and proposed change leadership, as well as experimentation and effectuation to overcome these obstacles [28]. Aspara et al emphasized the role of managers' cognition and strategic agility with the transformation of BM innovation and stressed the importance of inter-organizational cognitions [47]. The influencing factors in these previous studies are fragmental, and the application of BM innovation in the SB context is limited.…”

Section: External and Internal Prerequisites Of Bm Innovation For Sbmentioning

confidence: 99%

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Critical Factors Influencing Business Model Innovation for Sustainable Buildings

et al. 2017

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Despite significant policy drives, the wide adoption of sustainable building (SB) is hindered by factors such as high upfront cost and long payback period. Business model (BM) innovation is therefore highly demanded to help SB professionals to cope with the challenges and convert the value of SB into profit. Nevertheless, few studies examined BM innovation in the building sector and factors influencing BM innovation for SB are unclear. This paper aims to identify the critical factors that propel companies to innovate BM for SB. First, a literature review and expert interviews were conducted to identify and filter the drivers for BM innovation within the SB context. Second, a questionnaire survey was conducted to collect data on the significance of the selected influencing factors from 132 SB professionals. Finally, a model based on fuzzy set theory was used to ascertain the critical factors influencing BM innovation for SB. Twenty-four critical influencing factors in six categories from the external environment and internal organization were finalized, namely, market and economic, policy and legislation, technology and industry structure, social-culture, entrepreneurship, and organizational learning. The findings illuminate the motivations when developing BM for sustainability and provide strategies on BM innovation for practitioners and policy makers.

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Section: External and Internal Prerequisites Of Bm Innovation For Sbmentioning

confidence: 99%

“…Managers' cognition [33,35,46,47] Leadership (e.g., healthy and effective leadership behaviors) [24,44,58] Companies' environmental knowledge and CSR programme [58] Strategic agility [42,47] Experimentation and effectuation [24] …”

Section: External Factormentioning

confidence: 99%

Critical Factors Influencing Business Model Innovation for Sustainable Buildings

et al. 2017

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“…Bleak & Fulmer [6] said that organization transformation is a strategy in business development. Furthermore, Aspara, Lamberg, Laukia & Tikkane [7] said that transformation is the change of organization characteristic to improve the competition ability. So, a transformation is mandatory to keep the organization retains in the market.…”

Section: Organization Transformationmentioning

confidence: 99%

The Influence Of Staff Perception Toward The Director Leadership Style, Effective Communication, Delegation And Empowerment To Form The Learning Organization And Transformation At Imelda Pekerja Indonesia Hospital

Ritonga¹,

Zainuddin²,

Armanto³

2017

IOSR JHSS

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Abstract:-The aims of the study is to investigate the influence of staff perception to the director leadership style, effective communication, delegation and empowerment to form the learning organization and transformation at Imelda Pekerja Indonesia Hospital in Medan, Indonesia, According to the study paradigm, the data analyzed with descriptive, correlation, regression and path analyses showed that hypotheses from the study can be accepted, and this research proved that the staff perception of the director leadership had positively influenced to the effective communication, delegation, and empowerment, and also the study paradigm suggested in this study is recommended to be a model in organization transformation based on learning organization theory. The unique of learning organization transformation model is the organization always in learning cycle to switch the organization according to the stakeholder needs. This study also recommended the significant role of the leader as inspired, counselor, and supervisor to the organization members.

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“…Scholars have emphasized organizations' sociocognitive processes, decision making and actions that influence resources and strategic positioning (Aspara et al, 2013;Rindova and Fombrun, 1999). Examples of social processes include sense making, acting, identity formation and commitment .…”

Section: Social Narrativesmentioning

confidence: 99%

“…The resulting two types of stories can be related relying on a dialectical or sequential (Lee, 1991) approach. Moreover, such micro, 'bottom-up' research on what organization members do complements strategic approaches to socio-cognitive business model and network literature (Furnari, 2015;Aspara et al, 2013;Tikkanen et al, 2005;Martins et al, 2015).…”

Section: Implications For Researchmentioning

confidence: 99%

Alliance strategy: context, process, and requirements

Keers

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Corporate Business Model Transformation and Inter-Organizational Cognition: The Case of Nokia

Cited by 196 publications

References 64 publications

Critical Factors Influencing Business Model Innovation for Sustainable Buildings

Critical Factors Influencing Business Model Innovation for Sustainable Buildings

The Influence Of Staff Perception Toward The Director Leadership Style, Effective Communication, Delegation And Empowerment To Form The Learning Organization And Transformation At Imelda Pekerja Indonesia Hospital

Alliance strategy: context, process, and requirements

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