Drivers and Outcomes of Business Model Innovation—Micro, Small and Medium-Sized Enterprises Perspective

Abstract

Business model innovation (BMI) is one of the key activities, which has to be continuously undertaken in every enterprise to sustain competitiveness in today’s digital economy. Although the interest in business models (BM) has risen significantly since the late 1990s, little is known about BMI practices in small- and medium-sized enterprises (SMEs), representing a majority of enterprises in the European market. Our study addresses this research gap and focuses on the investigation of drivers and outcomes of BMI in SMEs. A partial least squares path modeling (PLS-PM) method was used to empirically test the model using data collected in 2017 from 71 SMEs in Slovenia. Results have shown that the innovativeness of enterprises and their business environment has a positive impact on the level of BMI activities in the enterprises. However, this is not the case of fast developing and rapidly changing information technology. In addition, the results show that the level of BMI has a positive impact on BMI outcomes and further on overall business performance. The results contribute to the body of knowledge in the field of BMI activities in SMEs and offer useful insights to SMEs that intend to innovate their business model(s) and government to create a supportive environment.

Operationalizing Business Model Innovation through Big Data Analytics for Sustainable Organizations

“…Considering the abovementioned class of problems, organizations that represented critical conditions were ones that fit into five conditions: (1) had high technical knowledge and a technical background, lacking managerial and marketing capabilities: one of the main failure causes were related to a mismatch between the value proposition and the customer needs, which was strongly related to a lack of marketing and managerial background [101]; (2) had low IT capabilities, considering that the proposed solution should be simple enough to leverage big data in every context, especially considering the importance of BMI studies not only in large enterprises [102]; (3) had low resource availability and, therefore, could not simply reach out through the market and needed to cope with what they already had: this was important, especially because the literature points to the importance of slack resources for BMI and how restricted resources can hinder BMI efforts [103]; (4) had a potential product that was recognized by outsiders; however, they had not yet been able to achieve success with this product, lacking a proper BM and struggling to survive: this directly relates to the class of problems proposed in the sense that there was still a need to couple the product's value proposition to a market need through a customer segment and, therefore, there was an evident business modeling problem; and (5) had the minimal analytics infrastructure, most desirable of a free option in the market and also had a low skill level with using the interface.…”

Thailand 4.0’S Innovation and Technology: Analyzing Indicator Level

“…However, none of empirical study can prove that the creation of sustainability for a business is only driven by the innovation and technology consisting of the technology on corporate people's learning, technology on communication and technology on the operational X . .D S support until (Pucihar et al, 2019), presented their study results that could prove this important issue.…”

“…The evidence of the connection between innovation & technology and SMEs' business competitiveness was clearly shown in the results of the study conducted by (Pucihar et al, 2019) that was found that the organization's ability to use the innovation and technology on learning, on communication has resulted in more productivity than competitors within the same industry that do not highly invest on the innovation and technology.…”

Model Bisnis Triple Bottom Line Pasar Komunitas Makanan Sehat dan Pengembangannya dalam Mewujudkan Rantai Pasok Pangan Berkelanjutan

“…Salah satu hal yang menjadi kekhawatiran pengelola organisasi adalah seiring berjalannya waktu konsumen akan bosan dengan produk yang ditawarkan pasar komunitas makanan sehat karena tidak variatif dan kurang inovatif. Banyak pelaku UMKM masih menganggap aktivitas pembelajaran untuk meningkatkan kapasitas usaha merupakan upaya tambahan yang membutuhkan banyak waktu dan merepotkan, sehingga mereka lebih fokus kepada kegiatan usaha sehari-hari dan mengenyampingkan upaya peningkatan kualitas usahanya (Pucihar et al, 2019). Hal ini juga terjadi pada vendor di pasar komunitas, pengelola merasa agak kesulitan untuk memotivasi anggota komunitasnya untuk melakukan inovasi produk, umumnya karena vendor tersebut telah merasa nyaman dengan produk yang dihasilkannya saat ini.…”