Incumbents' responses to disruptive business model innovation: the moderating role of technology vs. market-driven innovation

The role of entrepreneurial orientation and modularity for business model innovation in service companies

“…Informal exchanges in the organization, mutual involvement, and organizational justice, as well as cultural aspects such as innovation orientation, are dynamic capabilities driving BMI Bouncken, 2007;Santos et al, 2009). BMI contributes to improved environmental adaptation and long-term competitive advantage while facilitating and utilising the firm's entrepreneurial capabilities (Schindehutte et al, 2008;Habtay and Holmén, 2014). Research requires further understanding of underlying capabilities, particularly of how to constantly renew a firm's existent business model.…”

“…This paper aims to understand dynamic capabilities that determine BMI in service firms. We selected two capabilities: As venturing into new territory requires risk taking, innovativeness, and proactivity, we focus on EO (Schindehutte et al, 2008;Guo et al, 2013;Habtay and Holmén, 2014); second, service firms can select specific service processes as modularized process patterns. These modular service patterns can create new service offerings or recombine service components to propose and capture value.…”

Business Model Research: A Bibliometric Analysis of Origins and Trends

“…Certain of this clusters' authors also provide an analysis of how disruption can generate different types of incumbent responses (Bergek, Berggren, Magnusson & Hobday, 2013;Hebtay & Holmen, 2014;Khanagha, Volberda & Oshri, 2014), as well as how disruption may challenge the dominant logic of an industry (Sabatier, Craig-Kennard & Mangematin, 2012). Bergek, et al (2013) Kim & Min (2015) Habtay (2012) Sabatier, et al (2012) Habtay & Holmen (2014 Velu (2015) Khanagha, et al (2014) Wan, et al (2015 Cluster 5 (8 articles) is primarily concerned with customer-oriented BMs. These articles center on the service economy, providing an analysis of the links between service BMs and service innovativeness (Cheng, Shiu & Dawson, 2014), service-dominant logic and the BM concept (Clauss, Laudien & Daxbock, 2014), and technology shifts and service innovation (Tongur & Engwall, 2014) or BM design (Wei, Yang, Sun & Gu, 2014).…”

Emerging technologies and new business models: a review on disruptive business models

“…Simpler, more convenient and more affordable products and services Christensen (1997), Christensen and Raynor (2003), Sainio (2004), Hwang and Christensen (2008), Lindsay and Hopkins (2010), Wu et al (2010), Pereira et al (2015) Value proposition Bower and Christensen (1995), Christensen and Overdorf (2000), Sainio (2004), Yovanof and Hazapis (2008), DaSilva et al (2013), Ángel et al (2014), Murty and Kumar (2015) Lower cost and lower profit margin products and services Christensen and Raynor (2003), Sainio (2004), Utterback and Acee (2005), Lindsay and Hopkins (2010), Habtay (2012), Pereira et al (2015) Products and services with lower performance Utterback and Acee (2005), Yovanof and Hazapis (2008), Amshoff et al (2015) Change business structures Bower and Christensen (1995), Habtay and Holmén (2014), Karimi and Walter (2016) To create new markets Sainio (2004), Hwang and Christensen (2008), Lindsay and Hopkins (2010), Amshoff et al (2015) To cause the failure of the dominant companies of the market Sainio (2004), Christensen (1997), Hwang and Christensen (2008) To generate great competitive advantage Kassicieh et al (2002) Sainio (2004) Skills to make changes in partner networks Sainio (2004) Review on disruptive business models with the restructuring of the existing business model…”