The Innovation Pivot Framework: Fostering Business Model Innovation in Startups

García-Gutiérrez, Isabel; Martínez-Borreguero, F. Javier

doi:10.1080/08956308.2016.1208043

Cited by 29 publications

(26 citation statements)

References 16 publications

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“…Tools for sensing capture the existing tools applied for sensing new opportunities. The main tools are Lean Startup [66], [72]- [74], Customer Development [72], [74], Validation board [34], [75], stakeholders value mapping [63], BMI processes tools [76], BM visual tool Canvas [72], and agile methods crafted for testing hypothesis and refining it ("pivoting" is the word for changing the basic assumptions of the hypothesis) [74], [77]. Fig.…”

Section: ) Sensing Capability For Bmimentioning

confidence: 99%

“…It is part of the company's BM, and leadership plays a significant role in enabling or hindering change management and learning [64], [83]. Even though this seems more applicable to existing companies, startups also display a culture from their founders, which largely shapes their capability to change the main idea as new learnings come [75], [77].…”

Section: ) Transforming Capability For Bmimentioning

confidence: 99%

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Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

et al. 2021

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The digital era is reshaping the competitive landscape, creating a more turbulent environment where digital technologies play a significant role in enabling innovative business models. Companies need to promote business model innovations, readapting their business models, and create new digital business models to thrive in this scenario. The literature emphasizes that dynamic capabilities are the main antecedent to business model innovation. However, the dynamic capabilities construct is poorly operationalized, lacking proper measurements that effectively translate them to practice, remaining a black box. This paper aims to further understand, operationalize and measure the distinctive dimensions of dynamic capabilities for business model innovation. To this end, we follow the design science research methodology, building a tool for dynamic capabilities evaluation through a systematic literature review. We then evaluate the tool based on a three-year, in-depth case study of a software company. Our findings show that the current business model has a central role in shaping dynamic capabilities for business model innovation. The proposed measures encompass activities and practices and business model structure, highlighting the relevance of the co-evolution between business model and dynamic capabilities. Thus, we propose creating what we call a "business model innovation engine" as a function that reshapes the business model to incorporate dynamic capabilities as part of the value creation architecture. We contribute to theory by better translating dynamic capabilities for business model innovation to observable (and measurable) organizational phenomena, linking it to the extant strategic management literature, and elucidating how to measure and guide the build-up of such capabilities. We also add to practice by developing a practical tool for management to use as a means to evaluate their current dynamic capabilities state, therefore guiding for informed strategic action.INDEX TERMS Business model innovation, design science research, digital economy, dynamic capabilities, innovation management.

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Section: ) Sensing Capability For Bmimentioning

confidence: 99%

Section: ) Transforming Capability For Bmimentioning

confidence: 99%

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

et al. 2021

View full text Add to dashboard Cite

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“…Consequently, when this alignment is a challenge, firms, especially startups, are forced to redefine their competitive advantage and pivot their business model [17]. Garćia-Gutiérrez and Martinez-Borreguero (2016) [18] suggested the innovation pivot framework to guide firms navigating great uncertainty associated with internal and external factors. The framework assists in fostering the creative process of generating promising applications for an innovation by interrogating the links among the innovative technology, the sources of sustainable competitive advantage, and the innovative business model.…”

Section: Service Innovation and Organisational Changementioning

confidence: 99%

Covid-19 and Instagram: Digital Service Innovation in Top Restaurants

Tuomi

Tussyadiah

Ashton

2021

Information and Communication Technologies in Tourism 2021

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Governments across the world have imposed strict rules on social distancing to curb the spread of Covid-19. In particular, restaurants have been impacted by government-mandated lockdowns. This study adopts a mixed methods approach to explore how Finnish high-profile restaurants used Instagram as a means for service innovation and diffusion during nine weeks of government-mandated lockdown. Comparatively analysing 1,119 Instagram posts across two time-stamps (2019 and 2020) and across 45 restaurants, as well as conducting five semi-structured interviews with restaurant managers, it is found that while the overall number of Instagram posts and likes on posts stayed relatively similar to the year prior, the number of comments increased significantly, suggesting a move towards a more didactic and dyadic form of Instagram communication. In addition, four digital service innovation strategies are identified: launching new service offerings and introducing new elements to existing service offerings, fostering social relationship with customers, exploring novel streams of revenue, and reinvigorating the brand’s image. Implications to service innovation theory and practice are discussed, along with suggestions for future research.

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“…Research on business model adaptation and innovation has taken a similar view (e.g., Desyllas and Sako 2013;Garcia-Gutierrez and Martinez-Borreguero 2016;Girotra and Netessine 2014;Kim and Min 2015). Under the notion of business model "pivots" (Ries 2011), this research suggests focusing on searching core elements of an organization's business model to achieve substantial performance improvements.…”

Section: Efficacy Of Focusing Search On Core or Peripheral Choicesmentioning

confidence: 99%

“…This process has recently received renewed interest under the heading of "lean startups" (Ries 2011) -how new ventures can accomplish this task rapidly and at minimal cost. Under the heading of business model pivot (Garcia-Gutierrez and Martinez-Borreguero 2016;Levinthal and Contigiani 2018;Ries 2011), the lean startup literature proposes that frequent changes of core choices in a startup's business model are central to the process of searching and developing a viable business model. Second, the literature on business model innovation (e.g., Desyllas and Sako 2013;Foss and Saebi 2017;Johnson 2010;Kim and Min 2015;Spieth et al 2014) suggests that changes to the core of the business model, for instance, changes in customers, changes in the value proposition, or changes to the operating model, may be central to innovating a firm's business model.…”

Section: Business Model Innovation and Business Model Pivotsmentioning

confidence: 99%

Focus in Searching Core–Periphery Structures

Martignoni

Keil

Lang

2020

Organization Science

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Organizations are often conceptualized as systems of interdependent choices that exhibit a core-periphery structure. Research is inconclusive, however, regarding whether organizations should focus their search efforts on their core or peripheral choices. In this paper, we seek to reconcile contradictory arguments and suggest that the efficacy of a search focus depends on the time horizon, environmental change, and how the core and periphery interact. In so doing, we demonstrate that the directionality of interdependence and whether interdependencies occur mostly within the core or between the core and periphery are key determinants of the implications of focus. We discuss the implications of our findings for various streams of research, including research on structural inertia and business model innovation.

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The Innovation Pivot Framework: Fostering Business Model Innovation in Startups

Cited by 29 publications

References 16 publications

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

Covid-19 and Instagram: Digital Service Innovation in Top Restaurants

Focus in Searching Core–Periphery Structures

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