Corporate Entrepreneurship, Disruptive Business Model Innovation Adoption, and Its Performance: The Case of the Newspaper Industry

Karimi, Jahangir; Walter, Zhiping

doi:10.1016/j.lrp.2015.09.004

Cited by 208 publications

(184 citation statements)

References 77 publications

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“…This supports previous findings by Snihur and Zott () that business models need to be legitimized at the market in order to be adapted by customers. We extend the existing knowledge regarding the outcomes of business model innovation (Foss and Saebi, ) beyond direct performance consequences (Karimi and Walter, ). In addition to this widely accepted direct consequence, we show that business model innovation will be recognized by customers and will trigger reactions in terms of co‐creation and lead to greater satisfaction.…”

Section: Discussionmentioning

confidence: 97%

“…Within this broad research field, several studies address the consequences of business model innovation (see Foss and Saebi, 2017 for an overview). Following the argument that business model innovation can improve the competitive position of businesses, researchers analyzed the effect of business model innovation on the successful commercialization of technology (e.g., Chesbrough and Rosenbloom, 2002), on business performance (e.g., Karimi and Walter, 2016), and on improving the businesses' market position (e.g., Sosna et al, 2009).…”

Section: Introductionmentioning

confidence: 99%

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A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

2018

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Both researchers and practitioners have been focusing extensively on business model innovation, as it has shown to positively influence business performance. Although the effect of business model innovativeness on customer behavior might be an important mediator between business model innovation and business performance, it has not yet been analyzed. In line with recent calls to consider the customer side in business model innovation research, our paper addresses this problem by studying the influence of customers' perceived business model innovativeness (CPBMI) on customer satisfaction and customer value co‐creation behavior in the service sector. We, therefore, emphasize customers' perceptions and reactions to business model changes. Relying on data from a large‐scale survey of restaurant customers, we find that perceived value creation innovativeness and value proposition innovativeness positively affect customer satisfaction and customer value co‐creation behavior. In addition, we identify a significant indirect effect of CPBMI on customer satisfaction via customer value co‐creation behavior. Our findings allow deriving concrete implications for both researchers and practitioners.

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Section: Discussionmentioning

confidence: 97%

Section: Introductionmentioning

confidence: 99%

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

2018

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“…an innovative business model. Contributions in this field comprise contextually-embedded case studies that relate to specific sectors (e.g., Abdelkafi et al 2013;Hwang and Christensen 2008;Karimi and Walter 2016;Kastalli et al 2013;Souto 2015), technologies (e.g., Richter 2013Tapscott and Tapscott 2016), or socio-economic environments (e.g., Gebauer et al 2017). Further, this line of research analyses the performance implications of BMI (e.g., Fang et al 2008;Suarez et al 2013;Visnjic et al 2016).…”

Section: Business Model Innovationmentioning

confidence: 99%

System dynamics for corporate business model innovation

Moellers

Burg²,

Bansemir

et al. 2019

Electron Markets

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Business model innovation is a process that allows firms to build and maintain competitive advantages. However, it imposes major challenges to managers who rely on incomplete cognitive representations while attempting to understand the environmental dynamics that determine a business model's prospective performance. System Dynamics is a computational approach potentially useful in enhancing managerial understanding and decision-making during business model innovation, yet its effects lack sound empirical evidence. This study of five cases inside BMW assesses the usefulness of System Dynamics along the different phases of business model innovation processes. In order to develop a nuanced understanding we triangulate insights from the multiple-case study approach with results from a Q-Sort exercise. Our emergent theory highlights that System Dynamics enables managers to develop more accurate cognitive representations about their business models. Unexpectedly, we find that this process leads to a cognition gap apparent in the communication with managers not involved in the modelling process. We observe two strategies to overcome this gap. A second key insight is that System Dynamics has a tendency to consolidate mental models by different managers that need to be managed cautiously. We develop a set of 11 propositions that represents the core of our theoretical insights.

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“…The disruption creates opportunities that are almost always associated with new products and services [26]. Although there has to be a positively associated risk-taking with the extent of disruptive Business Model Innovation (BMI) adoption.…”

Section: Related Workmentioning

confidence: 99%

A Pragmatic Business Approach to a NovelAerial Radio Architecture, SIIARA

Mehta

Kumar

Prasad

2018

JMBMIT

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The future wireless communications are expected to offer a variety of new technologies and services to the mass subscriber base. Innovative solutions for alternate mobile network infrastructure is likely to become a much-needed modification in the future to accommodate the challenges of ultra-dense HetNets related to dynamic service needs of mobility-driven mass network users. Previously, we have proposed a novel Aerial Radio Architecture, as an alternate network to the ground infrastructure to operate under network congestion scenarios. Until now, there has not been much business model innovation related to the mobile network infrastructure. The focus of our study is to insinuate business pragmatism to our proposed concepts of Aerial Radio Architectures and scrutinize from a business point of view. In this paper, we propose and discuss the need to shift from the classic business modelling to pragmatic business modelling through a Persuasive and Disruptive business technology approach. We aim to give an insight to the business perspective by illustrating multiple business case scenarios through the Business Model Cube with the goal of creating business and enhancing revenue growth rates to the network service operators.

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Corporate Entrepreneurship, Disruptive Business Model Innovation Adoption, and Its Performance: The Case of the Newspaper Industry

Cited by 208 publications

References 77 publications

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

System dynamics for corporate business model innovation

A Pragmatic Business Approach to a NovelAerial Radio Architecture, SIIARA

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