Methodology for the of building process integration of Business Model Canvas and Technological Roadmap

Toro-Jarrín, Miguel Angel; Ponce-Jaramillo, Idalia Estefanía; Güemes‐Castorena, David

doi:10.1016/j.techfore.2016.01.009

Cited by 72 publications

(40 citation statements)

References 12 publications

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“…Since the selected company uses Google Analytics, we used this specific tool in this research, but other analytics tools can also be used for this purpose. In Figure 1, Box 1 is the identification of the initial organizational knowledge about the BM and the representation of the company's current BM, as this is a representation of the company's value stream [89,90,93,94]. Box 2 consists of the reorganization of the BM choices collected in the previous step by identifying how the customer segment interacts with the value proposition through the channels.…”

Section: The Methods For Data-driven Business Modelingmentioning

confidence: 99%

Operationalizing Business Model Innovation through Big Data Analytics for Sustainable Organizations

et al. 2019

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Business model innovation is considered key for organizations to achieve sustainability. However, there are many problems involving the operationalization of business model innovation. We used a design science methodology to develop an artifact to assist business model innovation efforts. The artifact uses performance measurement indicators of the company's business model, which are powered by Big Data analytics to endow customer-driven business model innovation. Then, we applied the artifact in a critical case study. The selected company is a fashion ecommerce that proposes a vegan and sustainable value using recycled plastic bottle yarn as raw material, and ensures that no material with animal origin is used. Our findings show that the artifact successfully assists a proactive and continuous effort towards business model innovation. Although based on technical concepts, the artifact is accessible to the context of small businesses, which helps to democratize the practices of business model innovation and Big Data analytics beyond large organizations. We contribute to the business model innovation literature by connecting it to performance management and Big Data and providing paths for its operationalization. Consequently, in practice, the proposed artifact can assist managers dealing with business model as a dynamic element towards a sustainable company.Sustainability 2020, 12, 277 2 of 29 to frequent unsuccessful results about the underlying business logic and, therefore, perpetuating failures that slow down the process of knowledge creation and, thus, undermining possibilities for growth. In this regard, there is a gap between what has been studied in academia and what can be potentially useful for managers willing to innovate their BM [8,9].Thus, BM innovation, validation, and experimentation processes need to be structured and implemented. This is relevant in several industries as the greater frequency of disruption and dislocation are shortening business model life cycles and the sustainability of any specific business model is unclear [10,11]. In a scenario of constant change and need for a better structured management process for BMI, it is important to consider alternatives for testing and experimenting with new alternatives of BM. However, it is not clear in the BMI literature how to do this in the face of the recognized complexity of this process [12,13].Christensen, Bartman, and van Bever [14] argue that there is the need for a systematic mechanism to evaluate the relationship between opportunities and BM. Besides, it is necessary to consider that innovation in BM cannot be generated randomly through guesswork. Nonetheless, Laudien and Daxböck [15] show that, in many cases, innovations in BM are not deliberate strategic options but rather a result of an emergent process, often unplanned. Strategic options, however, are usually related to a company's performance management which means the measurement of a set of indicators on various perspectives of the company [16,17]. In this sense, it seems natura...

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Section: The Methods For Data-driven Business Modelingmentioning

confidence: 99%

Operationalizing Business Model Innovation through Big Data Analytics for Sustainable Organizations

et al. 2019

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“…Assumptions can become invalid when the framework is applied in different contexts or in different time frames. In that case, the framework itself needs to be adapted, rather than the BM that is created with that framework [51,52]. We propose that the highest level of dynamics may require changes in the framework itself.…”

Section: Framework Changesmentioning

confidence: 99%

Capturing Dynamics in Business Model Frameworks

Khodaei

Ortt

2019

Journal of Open Innovation: Technology, Market, and Complexity

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Business model dynamics is important, because high-tech companies, the technology that they commercialize, and the market in which they operate all change over time. We build on the dynamic capability view of the firm to explain business model evolution and innovation, looking particularly at the dynamics that are created by interactions between business model components over time. We use the following four criteria to assess the degree of dynamics in business model frameworks: completeness of business model aspects, interrelationships between aspects, interrelationships over time, and framework changes over time and across contexts. Business model completeness involves internal company aspects and external environmental aspects. Interrelationships of business model aspects are required to assess business model coherence, which is an important indicator of business model quality. Interrelationships between the environment and business model aspects are required to assess the fit of a particular business model in its context. Interrelationships of these aspects over time are needed to understand business model evolution. Finally, business model frameworks need to be adapted over time and across contexts to keep frameworks simple and useful yet complete. Our analysis shows that current business model frameworks do not meet all four criteria, and thus only partly incorporate dynamics.

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“…The key feature that distinguishes technology from other knowledge is that it is applied, focused on the know-how of the organization. Technology management involves identification, selection, acquisition, development, exploitation and protection of technology (Phaal, Farrukh, & Probert, 2004;Jarrín, Jaramillo, & Castorena, 2016).…”

Section: Literature Reviewmentioning

confidence: 99%

<b>New product development in small and medium-sized technology based companies: a multiple case study

et al. 2018

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The new product development (NPD) becomes more and more critical for the competitiveness, due to increasing internationalization of markets and diversification of products and decreasing life cycle of products. This paper addresses gaps in NPD literature, presenting a multiple case study involving small and medium-sized enterprises (SMEs), all of them are technology-based companies (TBC) manufacturers of electronics. A detailed investigation was conducted and three main sources of data were used for each case: documents from companies, in-depth interviews with NPD managers, and realtime observations. The different data sources enhanced reliability and validity to results. Our main finding is the identification of characteristics (e.g. Investment, establishing date, ISO 9001 certification) which influence these NPD in SMEs TBCs.

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Methodology for the of building process integration of Business Model Canvas and Technological Roadmap

Cited by 72 publications

References 12 publications

Operationalizing Business Model Innovation through Big Data Analytics for Sustainable Organizations

Operationalizing Business Model Innovation through Big Data Analytics for Sustainable Organizations

Capturing Dynamics in Business Model Frameworks

<b>New product development in small and medium-sized technology based companies: a multiple case study

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