Establishing a continuing business model innovation process

Mitchell, Donald W.; Coles, Carol Bruckner

doi:10.1108/02756660410536991

Cited by 72 publications

(48 citation statements)

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“…In the context of business networks, Heikkilä and Heikkilä (2013) pointed out that BMI requires the development of the BM itself, as well as mutual learning and harmonisation of operations between partners. Moreover, existing studies emphasise the importance of customer-oriented design aimed at solving a customer's problem ( Johnson et al, 2008), while also proposing a discovery-driven approach to testing new BMs in "the real world" (McGrath, 2010), to determine which BM offers the best alternative to the existing BM, what their future viability may be or how to measure and change BMs (Teece, 2010;Chesbrough, 2010;Mitchell and Bruckner Coles, 2004;Heikkilä et al, 2016).…”

Section: Bmi Process and Strategymentioning

confidence: 99%

From strategic goals to business model innovation paths: an exploratory study

Bouwman

Heikkilä

2017

JSBED

107

106

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Purpose The purpose of this paper is to analyse how different strategic goals of (micro-, small- and medium-sized firms=SMEs) relate to the business model innovation (BMI) paths that SMEs take when improving their business. Design/methodology/approach The authors conducted 11 in-depth case studies involving SMEs innovating their business models (BMs). Findings The authors found evidence that strategic goals of SMEs (start new business, growth and profitability) lead them to alternative innovation path in terms of BM components affected. Growth seekers start from the right-hand side of a BM Canvas, while profitability seekers start from the back end, the left side of a Canvas; and new businesses adopt a cyclical approach considering BM components in turn, while at the same time redesigning and testing the BM. The findings of this study also indicate that all three paths gradually lead to improvement in several BM components. Research limitations/implications Findings indicate that a strategic management view in which strategic goals define BMI also applies to SMEs. The distinctive BMI paths that the authors identified provide evidence to suggest that, although the SMEs may not have an explicitly formulated strategy, their strategic goals determine the type of improvements they make to their BM. All three SME groups started their improvements from different BM components and changed several elements in their BMs in a specific order, forming distinctive BMI paths. Finally, to understand the BMI in SMEs better, more research is needed into BMI processes and into the way BMI is managed in SMEs. Practical implications The findings of this study help SMEs to anticipate the next steps in their path towards an improved BM. By mirroring their approach to the BMI paths, they can better manage their BM makeover process and focus on their innovation activities. For providers of BMI tools and methods, the study indicates which SME innovation tasks could be supported by tools and how the tools should be aligned with the BMI paths. Originality/value BMI is attracting growing attention in both research and practice. However, knowledge concerning BMI in SMEs is limited. The authors contributed to BMI research by focussing on the BMI paths of SMEs, i.e. the often sequential, non-linear and iterative steps taken to improve the business by making changes to specific BM components.

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Section: Bmi Process and Strategymentioning

confidence: 99%

From strategic goals to business model innovation paths: an exploratory study

Bouwman

Heikkilä

2017

JSBED

107

106

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“…O uso constante de um modelo focado em inovação, por meio da construção de criação de soluções inovadoras e o anseio de reinventar a organização, decore em ganhos e consequentemente no desenvolvimento dessas organizações (Mitchell & Coles, 2004). Infere-se que para o capital intelectual manter-se ativo e em constante desenvolvimento dentro de uma organização faz-se necessário que o mesmo seja aperfeiçoado e aplicado nas rotinas organizacionais das empresas potencializando desta forma a inovação.…”

Section: Análise Da Hipóteseunclassified

A Influência Do Capital Intelectual Na Inovação: Um Estudo Em Empresas Incubadas De Santa Catarina

Cassol¹,

Artifon²,

Perozin³

2015

Revista Competitividade E Sustentabilidade

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RESUMOO capital intelectual é percebido como um recurso estratégico dentro das empresas, pois sugere-se que é capaz de influenciar a capacidade de inovar. Sendo assim, esta pesquisa teve como objetivo verificar a existência da influência do capital intelectual na inovação em empresas incubadas de Santa Catarina. Utilizou-se uma abordagem quantitativa por meio da realização de um survey aplicado a 322 empresas incubadas do estado de Santa Catarina. Utilizou-se o software Smart PLS (Partial Least Squares) para análise da hipótese proposta por meio da modelagem de equações estruturais. Os resultados da pesquisa comprovam que o capital intelectual influencia positivamente a inovação, infere-se a partir da análise dos dados que o capital intelectual é um recurso estratégico para a inovação das empresas incubadas de Santa Catarina. Como contribuição a pesquisa aponta para a comprovação empírica da relação entre o capital intelectual e a inovação, demonstrando práticas executadas por empresas incubadas para potencializar a inovação. Palavras

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“…However, professional literature fails to provide an answer to the question of "what are the differences between the business model of an international company and the models adopted by its foreign subsidiary units?". Despite the fact that the wealth of available studies offers references to such elements of a business model as geographic location (or locus) [Mitchell, Coles 2004;Onetti et al 2012] and the value chain structure (cf. [Chesbrough, Rosenbloom 2002] In the light of the above, it may be useful to pursue the following research questions:…”

Section: Identification Of the Main Directions Of Research On Businesmentioning

confidence: 99%

Business models of foreign subsidiary units of international companies – theoretical considerations / Modele biznesu zagranicznych jednostek międzynarodowych przedsiębiorstw – rozważania teoretyczne

Benabdallah¹,

Ćwik²,

Kachour³

et al. 2016

Nauki o Zarządzaniu

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Summary:On the basis of the study of literature the article discusses the types of roles played by foreign units of international companies and synthetically presents the problem of business models focusing on the perspective of the internationalization of business operations. That provided the basis for the identification of the main areas requiring scientific research into the business models of foreign units of international companies. The gaps are presented in the form of the following research questions: what are the elements of the business models of foreign units of international companies; do the same elements constitute the business models of international companies and their foreign units; what types of business models of foreign entities exist; what internal factors determine the choice of business models of foreign units of international companies; is there a correlation between the country of origin of an international company and types of business models of its foreign units? Defining these questions helped designate the trajectory of research which is necessary to enrich the scientific research into the problems of business models of foreign units of international companies. Keywords: business model, internationalisation, international company, foreign unit of international company.Streszczenie: W artykule omówiono typy ról odgrywanych przez zagraniczne jednostki międzynarodowych przedsiębiorstw oraz przedstawiono problematykę modeli biznesu z perspektywy umiędzynarodowienia działalności. Stało się to podstawą zidentyfikowania głównych obszarów wymagających naukowego poznania w tej problematyce. Luki te 10Mounia Benabdallah et al.przedstawiono w postaci pytań badawczych: jakie są elementy konstytuujące modele biznesu zagranicznych jednostek, czy te same elementy konstytuują modele biznesu międzynarodowych przedsiębiorstw i ich zagranicznych jednostek, jakie występują typy modeli biznesu zagranicznych jednostek, jakie czynniki determinują wybór ich modeli biznesu, czy występuje zależność między krajem pochodzenia przedsiębiorstwa a typami modeli biznesu jego zagranicznych jednostek. Ich sformułowanie posłużyło do wyznaczenia trajektorii badań, których przeprowadzenie jest konieczne do wzbogacenia naukowego poznania problematyki modeli biznesu zagranicznych jednostek międzynarodowych przedsiębiorstw. Słowa kluczowe: model biznesu, internacjonalizacja, międzynarodowe przedsiębiorstwo, zagraniczna jednostka międzynarodowego przedsiębiorstwa.

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Establishing a continuing business model innovation process

Abstract: This is the third and ®nal article in a series by Don Mitchell and Carol Coles on business model innovation

Cited by 72 publications

References 0 publications

From strategic goals to business model innovation paths: an exploratory study

From strategic goals to business model innovation paths: an exploratory study

A Influência Do Capital Intelectual Na Inovação: Um Estudo Em Empresas Incubadas De Santa Catarina

Business models of foreign subsidiary units of international companies – theoretical considerations / Modele biznesu zagranicznych jednostek międzynarodowych przedsiębiorstw – rozważania teoretyczne

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