Stakeholder engagement and business model innovation value

Hollebeek, Linda D.; Urbonavičius, Sigitas; Sigurðsson, Valdimar; Clark, Moira; Parts, Oliver; Rather, Raouf Ahmad

doi:10.1080/02642069.2022.2026334

Cited by 29 publications

(17 citation statements)

References 86 publications

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“…Effectuation facilitates BMI for start-ups. This result confirms there is positive link between BMI and effectuation including experimentation (Brenk et al, 2019), flexibility (Yang, Hughes, & Zhao, 2020) and co-creation of value with stakeholders (Hollebeek et al, 2022;Yi et al, 2022). It also further supports that effectuation is a promising decision logic for advancing BMI for start-ups (Futterer et al, 2018;Harms et al, 2021;Reymen et al, 2017;Zhang, Xiao, et al, 2021).…”

Section: Discussionsupporting

confidence: 72%

“…The entrepreneurial ecosystem literature suggests that interdependent firms and external entities (e.g., customers, suppliers, competitors, intermediaries, governments and other institutions) create and capture value together (Adner & Kapoor, 2010; Scott et al, 2022). It is thus necessary to go beyond a firm's boundaries to redesign business models (BM) with stakeholders in ecosystems (Hollebeek et al, 2022; Zott & Amit, 2013).…”

Section: Literature Review and Hypothesesmentioning

confidence: 99%

“…Numerous studies show that entrepreneurial networks are essential external resources for start‐ups (Hoang & Yi, 2015; Yu et al, 2021; Zhang, Xiao, et al, 2021). Since BMI involves several boundary‐spanning activities and depends on the external resources within ecosystems (Bertello et al, 2022; Hollebeek et al, 2022; Zott & Amit, 2013), entrepreneurial networks provide an avenue for start‐ups to access external resources (Gao et al, 2021). Entrepreneurial networks refer to external resources that rely on connections between entrepreneurs and the outside when they start a new enterprise (Hoang & Yi, 2015; Watson, 2007; Ye et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…Despite studies emphasizing the boundary‐spanning nature of BMs in ecosystems (Spieth et al, 2021; Zott & Amit, 2010) and calls to further expand knowledge of the antecedents of BMI from a network level (Amit & Zott, 2015), research on the linkage between entrepreneurial networks and BMI is still weak (Yi et al, 2022). Existing researchers have relied on qualitative or cases studies (Engwall et al, 2021; Hollebeek et al, 2022; Oskam et al, 2018). Thus, the quantitative research evidence is quite rare, although recommended (Partanen et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Entrepreneurial networks, effectuation and business model innovation of startups: The moderating role of environmental dynamism

Jie

Morrison

et al. 2022

Creat Innov Manage

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The effects of entrepreneurial networks and effectuation on business model innovation (BMI) are widely recognized. However, the existing researches focus on the driving of entrepreneurial networks (external factor) and effectuation (internal factor) on BMI separately. Few studies explore the combination of internal and external drivers. Consequently, how entrepreneurial networks' resource translates into the BMI in start-ups remains unclear. Based on RBV, this research explored the impacts of entrepreneurial networks on BMI through effectuation in dynamic environments. A survey of 408 start-ups in China reveals that (1) entrepreneurial networks have positive impacts on BMI. Particularly, network size and network strength positively impact BMI. (2) Effectuation plays a mediating role in the relationship between entrepreneurial networks and BMI. (3) Environmental dynamism strengthens the relationship between effectuation and BMI. The findings enrich the theoretical understanding of the relationships among entrepreneurial networks, effectuation and BMI and provide practical implications for start-up BMI in dynamic environments.

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Section: Discussionsupporting

confidence: 72%

Section: Literature Review and Hypothesesmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

Entrepreneurial networks, effectuation and business model innovation of startups: The moderating role of environmental dynamism

Jie

Morrison

et al. 2022

Creat Innov Manage

View full text Add to dashboard Cite

show abstract

“…The 'type of change' stream classifies service innovations into product and process innovation (Sirilli & Evangelista, 1998), or other categories such as management, marketing, institutional, and business model innovation (Hjalager, 1997;Hollebeek et al, 2022;Hsieh et al, 2013;Omar et al, 2021). This stream primarily appears in the assimilation approach of service innovation (Hjalager, 1997;Sirilli & Evangelista, 1998) as well as the synthesis approach (Hsieh et al, 2013).…”

Section: Streams In the Literaturementioning

confidence: 99%

Developing a classification scheme of service innovation

Bossink

Vinig

2022

Annals of Tourism Research

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Continuous and changing stakeholder engagement for organisational sustainability: Proposing the stakeholder engagement flow model

Fobbe,

Niss,

Hilletofth

2024

Corp Soc Responsibility Env

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Stakeholder engagement has been at the forefront of the organisational sustainability debate, particularly focusing on operational sustainability practices (OSP). While sustainability literature increasingly focuses on sustainable business models (SBMs) and the relationship to OSP, research on stakeholder engagement in SBMs and how this relates to engagement in OSP has been scarce. Based on case study research, this paper contributes to the debate by first providing empirical evidence on engagement practices for implementing SBMs. Second, this paper proposes the stakeholder engagement flow model, highlighting how stakeholder engagement for implementing SBMs need to be adapted in relation to stakeholder engagement in OSP. While stakeholder engagement is often continuous for a broad range of stakeholders, successfully implementing SBMs may also require changing engagement practices both in terms of engagement approach and role of stakeholders. The results advance the theoretical debate on stakeholder engagement for organisational sustainability and support practitioners to rethink and evaluate their stakeholder engagement efforts when aiming to implement OSP and SBMs.

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Stakeholder engagement and business model innovation value

Cited by 29 publications

References 86 publications

Entrepreneurial networks, effectuation and business model innovation of startups: The moderating role of environmental dynamism

Entrepreneurial networks, effectuation and business model innovation of startups: The moderating role of environmental dynamism

Developing a classification scheme of service innovation

Continuous and changing stakeholder engagement for organisational sustainability: Proposing the stakeholder engagement flow model

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