Internet of Things Business Model Innovation and the Stage-Gate Process: An Exploratory Analysis

Tesch, Jan F.; Brillinger, Anne-Sophie; Bilgeri, Dominik

doi:10.1142/s1363919617400023

Cited by 43 publications

(25 citation statements)

References 48 publications

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“…The production of smart products requires a new kind of technology, capabilities and processes throughout the value chain. The company has to realistically see what capabilities it can develop and what it needs in order to be involved with an external partner [43]. Table 1 summarizes the factors preventing the spread of Industry 4.0.…”

Section: Factors Obstructing the Implementation Of Industry 40mentioning

confidence: 99%

The Role and Impact of Industry 4.0 and the Internet of Things on the Business Strategy of the Value Chain—The Case of Hungary

et al. 2018

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In the era of industrial digitalization, companies are increasingly investing in tools and solutions that allow their processes, machines, employees, and even the products themselves, to be integrated into a single integrated network for data collection, data analysis, the evaluation of company development, and performance improvement. To study the impact of Industry 4.0 on the company we used Porter’s (1985) value chain model, which is particularly useful when paying particular attention to corporate areas which have a primary role in customer value creation. Since the primary impact of Industry 4.0 is perceived in value-creating processes, and has so far had the greatest transformative effect in this area, the model can be considered to be appropriate. The objective of our research is to discover how companies operating in Hungary interpret the phenomenon of Industry 4.0, what Internet of Things (IoT) tools they use to support their processes, and what critical issues they face during adaptation. We applied a dual methodology in our investigation: We sent an online questionnaire to manufacturing and logistical service companies to investigate the IoT tools they use, and the problems they face, and received 43 answers we could evaluate. We also conducted four expert interviews with manufacturing firms to get deeper insights into the application, critical issues and development phases of IoT tools. During our research, we found that the spread of real-time data across companies—given the availability of appropriate analytical tools and methods—can have a significant impact on the entire company. In the case of CPS (Cyber Physical System), CPPS and Big Data Technologies, companies using them have been evaluated as having a higher level of logistic service, more efficient processes with their partners, improved cooperation between certain logistic functions, and higher market and financial performance and competitiveness. Applying more efficient production processes, and achieving better productivity and economies of scale, might also result in increased economic sustainability. Furthermore, we have found that companies have started on the path to digital evolution, and investments of this type have already begun.

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Section: Factors Obstructing the Implementation Of Industry 40mentioning

confidence: 99%

The Role and Impact of Industry 4.0 and the Internet of Things on the Business Strategy of the Value Chain—The Case of Hungary

et al. 2018

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“…This approach aims to increase business effectiveness such as higher quality products in less time and with fewer resources and works especially well when projects are dominated by quality considerations (Yadav et al 2007;Gremyr and Fouquet 2012). Recent developments of the stagegate process acknowledge the integration of entrepreneurial lean principles within the framework (Cooper 2014;Tesch et al 2017). As opposed to earlier concepts, which lacked the important feedback iterations and learning within the innovation process (Nepal et al 2011), more contemporary variations deliberately promote "multiple spirals or iterations of development that permit experimentation with users" and facilitates experimentation "encouraging project teams to fail often, fail fast, and fail cheaply" (Cooper 2014, p. 122).…”

Section: Methodsmentioning

confidence: 99%

Entrepreneurial lean thinking for sustainable business modeling: a workshop design for incumbent firms

Schwarz¹,

Gregori

Krajger³

et al. 2021

NachhaltigkeitsManagementForum

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In times of increasing concerns and extensive political debates about social and environmental problems, incumbent firms are obliged to reduce their negative environmental impact by implementing sustainable business model innovation. Yet, realizing more sustainable business model variants entails several complexities and associated challenges that need to be overcome. To support this task, this article takes an entrepreneurship perspective on sustainable business model innovation and combines literature of business models and entrepreneurial lean thinking (ELT). In doing so, it derives a workshop design grounded in contemporary theory with state-of-the-art tools and methods. The workshop is framed as a stage-gate process facilitating the notions of ELT with iterative cycles of ‘create, test, and improve’ and spans the phases of opportunity identification, opportunity evaluation, opportunity development through sustainable business model design, and decision of opportunity exploitation. The article shows that ELT is an appropriate yet underutilized approach for sustainable business modeling. Further, it discusses how the workshop supports opportunities and mitigate pitfalls of ELT for sustainable business modeling. As such, the findings have theoretical implications for the intersection of sustainability and lean approaches in innovation research as well as implications for practitioners by providing a comprehensive framework to support sustainable business model innovation.

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“…BMI based on IoT can reshape whole industries, e.g., the results of a study conducted by [41] suggest that IoT is an important factor causing retailers to innovate their business models. Moreover, Reference [42] points out that a dynamic increase in the implementation of BMI based on IoT is expected in the case of large manufacturing companies in the future.…”

Section: Literature Review and Research Hypotheses Developmentmentioning

confidence: 99%

Business Model Innovation Based on New Technologies and Its Influence on a Company’s Competitive Advantage

Dymitrowski

Mielcarek

2021

JTAER

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The aim of the paper is to determine the influence of BMI based on new technologies on a company’s competitive advantage. In order to accomplish the aim a quantitative research was performed using the computer assisted telephone interview (CATI) method. There are two main outcomes of the research. Firstly, BMI based on new technologies has a positive influence on a company’s competitive advantage. Secondly, it was proven that the greater the use of technologies for BMI the greater a company’s competitive advantage is. Taking into account the research results, the paper explains how they contribute to the development of two theories—the theory of innovation as well the theory of competitive advantage. Several recommendations for business practice as well as policy makers are also formulated.

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Internet of Things Business Model Innovation and the Stage-Gate Process: An Exploratory Analysis

Cited by 43 publications

References 48 publications

The Role and Impact of Industry 4.0 and the Internet of Things on the Business Strategy of the Value Chain—The Case of Hungary

The Role and Impact of Industry 4.0 and the Internet of Things on the Business Strategy of the Value Chain—The Case of Hungary

Entrepreneurial lean thinking for sustainable business modeling: a workshop design for incumbent firms

Business Model Innovation Based on New Technologies and Its Influence on a Company’s Competitive Advantage

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