Preparing for business model change: the “pre-stage” finding

Cavalcante, Sérgio André

doi:10.1007/s10997-012-9232-7

Cited by 34 publications

(24 citation statements)

References 25 publications

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“…The role of learning and experimentation. The role of experimentation and learning has repeatedly been emphasized as a source of BMI (e.g., Achtenhagen et al, 2013;Andries & Debackere, 2013;Cavalcante, 2014;Doz & Kosonen, 2010;Eppler et al, 2011;Eppler & Hoffman, 2012;McGrath, 2010;Sosna et al, 2010;Wirtz et al, 2010). For example, Andries and Debackere (2013) propose that firms can innovate their BMs through different modesnamely, commitment, incremental experimentation, or radical experimentation modes.…”

Section: Gap 3: Contingency and Moderating Variablesmentioning

confidence: 99%

“…highlighting the different stages of the BMI process (e.g.,de Reuver, Bouwaman, & Haaker, 2013;Frankenberger, Weiblen, Csik, & Gassmann, 2013;Girotra & Netessine, 2013Pynnonen, Hallikas, & Ritala, 2012),• identifying the different organizational capabilities and processes required to support this change process (e.g.,Achtenhagen et al, 2013;Demil & Lecocq, 2010;Doz & Kosonen, 2010;Dunford, Palmer, & Benviste, 2010), • citing the importance of experimentation and learning (e.g.,Andries & Debackere, 2013;Cavalcante, 2014;Eppler, Hoffmann, & Bresciani, 2011;Sosna, Trevinyo-Rodriguez & Velamuri, 2010), and • proposing practitioner-oriented tools for managing the process (e.g.,Deshler & Smith, 2011; …”

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confidence: 99%

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Fifteen Years of Research on Business Model Innovation

Foss

Saebi

2016

Journal of Management

1,249

996

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Over the last 15 years, business model innovation (BMI) has gained an increasing amount of attention in management research and among practitioners. The emerging BMI literature addresses an important phenomenon but lacks theoretical underpinning, and empirical inquiry is not cumulative. Thus, a concerted research effort seems warranted. Accordingly, we take stock of the extant literature on BMI. We identify and analyze 150 peer-reviewed scholarly articles on BMI published between 2000 and 2015. We provide the first comprehensive systematic review of the BMI literature, include a critical assessment of these research efforts, and offer suggestions for future research. We argue that the literature faces problems with respect to construct clarity and has gaps with respect to the identification of antecedent conditions, contingencies, and outcomes. We identify important avenues for future research and show how the complexity theory, innovation, and other streams of literature can help overcome many of the gaps in the BMI literature.

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Section: Gap 3: Contingency and Moderating Variablesmentioning

confidence: 99%

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confidence: 99%

Fifteen Years of Research on Business Model Innovation

Foss

Saebi

2016

Journal of Management

1,249

996

View full text Add to dashboard Cite

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“…Instead, the majority of studies that we reviewed highlight the difficulties in managing the adaptation process. The willingness to experiment (McGrath, 2010;Sosna et al, 2010;Cavalcante, 2014; and the ability to develop leadership and organizational capabilities (Achtenhagen et al, 2013;Demil & Lecocq, 2010;Dunford, Palmer & Benveniste, 2010;Doz & Kosonen, 2010) are found to be decisive in business model adaptation. Furthermore, an emerging stream of literature points towards path dependencies as a major hurdle in business model adaptation (e.g., Doz & Kosonen, 2010;Cavalcante, Kesting & Ulhoi, 2011;Bohnsack et al, 2013).…”

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confidence: 99%

What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation

Saebi

Lien

Foss

2017

Long Range Planning

361

358

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“…Ma and Tan (2006) stated the significant influence of friendly institutional environment on entrepreneurial orientation. Hence, existing technology can be adapted by organizations by implementing business operations processes that are more environmentally friendly, by adapting new technologies to encourage changes in business behavior (Cavalcante, 2014;Thalassinos and Pociovalisteanou, 2009). Leon and Calvo-Amodio (2017) reveal that company technology is a driver of environmentally friendly innovation.…”

Section: Institution Environment and Green Business Managementmentioning

confidence: 99%

Green Business Behaviour, Green Technologies, and Sustainability in SMEs

Utaminingsih¹,

Priyanto²,

Ihalauw³

et al. 2020

IJEBA

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Purpose: The purpose of this study is to determine the management and environmentallyfriendly behavior of small-scale aquaculture businesses with emphasis on the institutional environment, entrepreneurial orientation, and green technology. Design/methodology/approach: The sample consists of 198 respondents in the aquaculturebased SMEs, analyzed with structural equation model (SEM) by using AMOS software. Findings: The findings show the role of management and business behavior in green business of aquaculture SMEs. This behavior affects the cost and resource efficiency. Practical implications: The results contribute for SMEs how to manage environmentally friendly businesses through process that encourages environmental governance. Originality/value: This finding is based on resource based view theory, by identifying and managing the potential resources through green business initiative in SMEs.

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Preparing for business model change: the “pre-stage” finding

Cited by 34 publications

References 25 publications

Fifteen Years of Research on Business Model Innovation

Fifteen Years of Research on Business Model Innovation

What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation

Green Business Behaviour, Green Technologies, and Sustainability in SMEs

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