Learning while (re-)configuring: Business model innovation processes in established firms

Berends, J.J.; Reymen, Isabelle; Podoynitsyna, Ksenia

doi:10.5465/ambpp.2013.15477abstract

Cited by 64 publications

(134 citation statements)

References 59 publications

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“…The data from Ghezzi et al (2015) further suggest that dynamic capabilities also involves high absorptive capacity that entails learning to identify, assimilate and apply new and valuable information for innovation e.g., new business models, which can be accelerated with high levels of organisational learning (Easterby-Smith et al, 2009). In addition, as suggested by Amit and Zott (2012) and Berends et al (2016), organisational learning is also associated with analogical reasoning. Jones and Casulli (2014) argue that analogical reasoning is deliberate, systematic, and iterative leading to the construction of abstract learning schemas, which involves 'intuiting' at the individual-level of organisational learning.…”

Section: Bmi Capabilitiesmentioning

confidence: 77%

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Loon

Otaye‐Ebede

Stewart

2020

J Management Studies

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Firms need to respond to the increasing competition and change of the current New Normal environment by being more innovative, and especially in developing new business models. This paper seeks to explore how microfoundations, particularly with respect to human resource management, play a key role in facilitating innovation in business models through the development of key needed capabilities. Four themes are identified with respect to business model innovation (BMI) in the New Normal: BMI as an enabler to create and operate across industries and product‐markets; BMI as a mechanism for firms to better navigate changing institutional landscapes; BMI as giving rise to business model portfolios; and concurrent and cumulative innovations that can lead to BMI. This paper also develops a conceptual framework that presents a synoptic view of the five essential capabilities for BMI, which include analogical reasoning, sensemaking, dynamic capabilities, organisational ambidexterity, and organisational learning. Finally, it is shown how the microfoundations of a bespoke, development‐oriented BMI HR architecture can support the advancement of these capabilities and thus contribute to the strategic HR literature.

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Section: Bmi Capabilitiesmentioning

confidence: 77%

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Loon

Otaye‐Ebede

Stewart

2020

J Management Studies

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“…While others (e.g., Andries, Debackere, & Van Looy, ; Berends, Smits, Reymen, & Podoynitsyna, ) find that business models benefit from learning and so change, our revenue models are stable. One reason may be that past work focuses on activities.…”

mentioning

confidence: 82%

Get rich or die trying… finding revenue model fit using machine learning and multiple cases

Tidhar

Eisenhardt

2020

Strategic Management Journal

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Research Summary: While revenue models are strategically important, research is incomplete. Thus, we ask: "What is the optimal choice of revenue model?"Using a novel theory-building method combining machine learning and multi-case theory building, we unpack optimal revenue model choice for a wide range of products on the App Store. Our primary theoretical contribution is a framework of high-performing revenue model-activity system configurations. Our core insight is the fit between value capture (revenue models) and value creation (activities) at the heart of successful business models. Contrastingly, low-performing products avoid complex value capture (i.e., freemium) and misunderstand value creation (e.g., overweight effort). Overall, we contribute a theoretically accurate and empirically grounded view of successful business models using a pioneering method for theory building using large, quantitative data sets. Managerial Summary: Revenue models are critical for product performance. Yet, the high-performing choice is often unclear. We combine machine learning with multiple-case deep-dives to unpack optimal revenue model choice for a wide range of products on the App Store, a significant setting in the digital economy.Our primary insight is that high-performing products fit value capture (revenue models) and value creation

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“…Second, BMI refers to the (re)configuration process of existing business models (Amit and Zott 2012;Berends et al 2016). Throughout this paper, we refer to this second notion of BMI.…”

Section: Business Model Innovationmentioning

confidence: 99%

“…Cognitive search therefore allows to assess multiple configurations 'off-line' but the judgement of attractiveness underlies errors in those representations or processing of their inherent dynamics (Gavetti and Levinthal 2000;Lippman and McCall 1976). Berends and colleagues (Berends et al 2016) find that during BMI firms combine both modes with varying emphasis. For instance, when relying on leaping, firms start with a focus on an cognition-centred mode before shifting to experimental search.…”

Section: Business Model Innovationmentioning

confidence: 99%

System dynamics for corporate business model innovation

Moellers

Burg²,

Bansemir

et al. 2019

Electron Markets

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Business model innovation is a process that allows firms to build and maintain competitive advantages. However, it imposes major challenges to managers who rely on incomplete cognitive representations while attempting to understand the environmental dynamics that determine a business model's prospective performance. System Dynamics is a computational approach potentially useful in enhancing managerial understanding and decision-making during business model innovation, yet its effects lack sound empirical evidence. This study of five cases inside BMW assesses the usefulness of System Dynamics along the different phases of business model innovation processes. In order to develop a nuanced understanding we triangulate insights from the multiple-case study approach with results from a Q-Sort exercise. Our emergent theory highlights that System Dynamics enables managers to develop more accurate cognitive representations about their business models. Unexpectedly, we find that this process leads to a cognition gap apparent in the communication with managers not involved in the modelling process. We observe two strategies to overcome this gap. A second key insight is that System Dynamics has a tendency to consolidate mental models by different managers that need to be managed cautiously. We develop a set of 11 propositions that represents the core of our theoretical insights.

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Learning while (re-)configuring: Business model innovation processes in established firms

Cited by 64 publications

References 59 publications

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review

Get rich or die trying… finding revenue model fit using machine learning and multiple cases

System dynamics for corporate business model innovation

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