Managing the exploration of new operational and strategic activities using the scenario method—assessing future capabilities in the field of electricity distribution industry

Bergman, Jukka; Viljainen, Satu; Kässi, Tuomo; Partanen, Jarmo; Laaksonen, Petteri

doi:10.1016/j.ijpe.2005.01.013

Cited by 25 publications

(22 citation statements)

References 52 publications

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“…In addition, change within SMEs is considered to be managed in a highly personalised way, as the vision, mission and goals of the organisation are strongly influenced by the intentions and behaviours of the business owner (Beaver and Prince 2004;Moore and Manring 2009). As a consequence, change in SMEs is often seen as implicit (Bergman et al 2006), or even as "a process distinguished by reactive, short-term oriented, incremental behaviour" (Ates and Bititci 2011, p. 5603). …”

Section: Organisational Change and Smesmentioning

confidence: 99%

Working on a dream: sustainable organisational change in SMEs using the example of the Austrian wine industry

Hatak

Floh

Zauner³

2014

Rev Manag Sci

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Section: Organisational Change and Smesmentioning

confidence: 99%

Working on a dream: sustainable organisational change in SMEs using the example of the Austrian wine industry

Hatak

Floh

Zauner³

2014

Rev Manag Sci

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“…Specifically, marketing researchers have speculated on the advantages of taking a proactive, 'market-driving' stance toward (business model) innovation: reshaping existing market structures, addressing latent customer needs, producing discontinuous leaps in customer value, designing unique business systems, developing new channels, and/or fundamentally changing the rules of the competitive game (Bergman, Viljainen, Kässi, Partanen, & Laaksonen, 2006;Jaworski, Kohli, & Sahay, 2000;Kumar, Scheer, & Kotler, 2000;Narver, Slater, & MacLachlan, 2004;Schindehutte, Morris, & Kocak, 2008). These authors contrast this proactive market orientation to the traditional reactive market orientation, which is characterized by a firm's strategy to simply adapt to existing market structures and/or to merely respond to and be led by customers' existing, manifest needs.…”

Section: Business Model Innovation As a Strategic Emphasismentioning

confidence: 99%

Business model innovation vs replication: financial performance implications of strategic emphases

Aspara

Hietanen

Tikkanen

2010

Journal of Strategic Marketing

213

170

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The purpose of this article is to examine the financial performance implications of a firm's strategic emphases with respect to business model innovation vs replication. It is also examined how the financial performance implications differ between larger and smaller firms. Based on survey data including top managers' reports from approximately 500 firms, the authors analyze the differences in average profitable growth across firms that differ in their strategic orientations. It is found that firms that have a high strategic emphasis on business model innovation as well as a high emphasis on replication exhibit a higher average value of profitable growth than firms that do not strategically emphasize either dimension. Concerning a strategy that puts a high emphasis on business model innovation but low on replication, a difference is found between small and large firms. Large firms with a high emphasis on business model innovation but low on replication exhibit, on average, weaker profitable growth than large firms with low emphases on both business model innovation and replication. In contrast, small firms with high emphasis on business model innovation but low on replication exhibit, on average, stronger profitable growth than small firms with low emphases on both business model innovation and replication.

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“…the work by Bergman et al (2006) who built development scenarios for the business environment in the electricity industry, according to different assumptions of success for European market reform in Finland. Another example is energy saving as described by Wang, Wang and Zhao (2008) who apply these methods to the major barriers which prevent the implementation of energy saving practices in China and the interactions among them.…”

Section: B Prospective Approaches Of Energy: Strategic Foresight Metmentioning

confidence: 99%

Three Investment Scenarios for Future Nuclear Reactors in Europe

Tehrani

Costa

Attias

2017

ESR

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While nuclear power may experience a technological breakthrough in Europe with Generation IV nuclear reactors within a few decades (2040), several events and drivers could question this possibility, e.g. the Fukushima accident, climate issues and liberalization of the electricity market.This article analyzes how the conditions necessary for their industrial development from now up to 2040 can be either favorable or detrimental to future nuclear reactors compared with other technologies and according to four main investment drivers: 1) technical change, 2) policy, 3) market, and 4) power company drivers.Twenty-four scenarios have been identified through structural analysis, with only three proving to be favorable to the development of future nuclear reactors.

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Managing the exploration of new operational and strategic activities using the scenario method—assessing future capabilities in the field of electricity distribution industry

Cited by 25 publications

References 52 publications

Working on a dream: sustainable organisational change in SMEs using the example of the Austrian wine industry

Working on a dream: sustainable organisational change in SMEs using the example of the Austrian wine industry

Business model innovation vs replication: financial performance implications of strategic emphases

Three Investment Scenarios for Future Nuclear Reactors in Europe

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