Explorative Versus Exploitative Business Model Change: The Cognitive Antecedents of Firm‐Level Responses to Disruptive Innovation

Osiyevskyy, Oleksiy; Dewald, Jim

doi:10.1002/sej.1192

Cited by 223 publications

(157 citation statements)

References 80 publications

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“…Second, we generated a sample set of items. This step was based on the previously mentioned literature review, on extant measures and concepts from business model and innovation research (Hu, ; Kock, Gemünden, Salomo, and Schultz, ; O'Connor and Rice, ; Osiyevskyy and Dewald, ; Osterwalder and Pigneur, ; Ritala and Sainio, ; Salomo, Weise, and Gemünden, ; Velu, ; Velu and Stiles, ; Zott and Amit, ), and on multiple workshops with various experienced academics and practitioners.…”

Section: Methodsmentioning

confidence: 99%

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Schrauder

Kock²,

Baccarella³

et al. 2017

J of Product Innov Manag

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In recent years, the discussion about business models has garnered increasing attention in practice and research. It is argued that thinking about business model alternatives supports managers, entrepreneurs, or R&D groups in, for instance, developing technological ideas into successful new businesses. Due to a business model's holistic perspective on ideas, it aims to understand not only what kind of value can be created for customers with a certain project but also how this value can be captured and what the corresponding value architecture looks like. Although existing research argues that technological development and business model development should go hand in hand, a quantitative examination of the actual benefits of business model evaluation in the technology‐driven front end of innovation has yet to be performed. This study relates business model evaluation to dimensions of front‐end success and examines environmental turbulence as a moderating variable. Hypotheses are tested by applying structural equation modeling on a set of 151 R&D groups. Results indicate that the extent of business model evaluation in R&D groups' early innovation phases positively relates to front‐end effectiveness and efficiency. Further findings reveal that environmental turbulence increases the strength of these relationships, indicating the stronger relevance of business model evaluation in more turbulent environments.

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Section: Methodsmentioning

confidence: 99%

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Schrauder

Kock²,

Baccarella³

et al. 2017

J of Product Innov Manag

View full text Add to dashboard Cite

show abstract

“…Most prior studies had emphasize the incumbent's struggle to adapt, or the Fig. 2 Capability enhancement through voluntary and selective knowledge spillovers eventual embracement of rival technologies by either abandoning the existing technology or integrating existing and rival technologies (e.g., Osiyevskyy and Dewald 2015).…”

Section: Discussionmentioning

confidence: 99%

Uncorking knowledge- purposeful spillovers as a strategic tool for capability enhancement in the cork industry

Sarkar

2016

Int Entrep Manag J

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There is a growing body of research linking knowledge spillovers to strategic entrepreneurship in multiple contexts, yet the existence of purposeful spillovers has been largely ignored. This study analyses the value-accretive potential of knowledge spillover strategies, where a selected body of knowledge is purposefully and strategically disclosed to competitors. The cork industry provides the empirical context, with the many small firms possessing limited innovation capabilities in an industry under threat from rival alternative technologies. The successful fight-back against the onslaught on cork by synthetic and screwcap closures is led by the Portuguese company Corticeira Amorim, the world's largest stopper manufacturer, whose knowhow then selectively spillsover to the rest of the industry. This multiple-case study involving 14 firms, unfolds in the context of two layers of underlying tensions. By exploring why and how knowledge selectively spillovers across filters from the industry leader to others, and knowledge revealing within small firms, the study contributes to extant literature by extending to the phenomenon of selected and purposeful spillover in the context of capability enhancement.

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“…In fact, "experienced decision-makers may be less likely to engage in counterfactual thinking" (Shepherd, Zacharakis, and Baron 2003, p. 382). This has also been observed in companies facing technological changes (Furr, Cavarretta, and Garg 2012) or disruptive business model innovation (Osiyevskyy and Dewald 2015). These authors distinguish between experience gained from working in the current industry (industry tenure) as opposed to exposure to other industries, and show how the first "could lead to cognitive rigidity, commitment to the status quo, and reluctance to making strategic changes" (Osiyevskyy and Dewald 2015, p. 66).…”

Section: 4-experience In the Business Strategy Frameworkmentioning

confidence: 94%

Is experience a useful resource for business model innovation?

Mateu

March-Chordà

2016

Technology Analysis & Strategic Management

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Explorative Versus Exploitative Business Model Change: The Cognitive Antecedents of Firm‐Level Responses to Disruptive Innovation

Cited by 223 publications

References 80 publications

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Takin' Care of Business Models: The Impact of Business Model Evaluation on Front‐End Success

Uncorking knowledge- purposeful spillovers as a strategic tool for capability enhancement in the cork industry

Is experience a useful resource for business model innovation?

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