The ultimate competitive advantage of continuing business model innovation

Mitchell, Donald W.; Coles, Carol Bruckner

doi:10.1108/02756660310504924

Cited by 357 publications

(219 citation statements)

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“…2 Similarly Walsworth and Verma (2007: 225) and Mitchell and Coles (2003) argue that firms who face low cost competition will react by intensifying their efforts to innovate so as to compete based on product quality and/or differentiation.…”

Section: Notesmentioning

confidence: 99%

What Do Unions Do to Innovation? An Empirical Examination of the Canadian Private Sector

Walsworth¹

2011

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This article uses Canadian national data to examine the union effect on product innovation, a firm outcome which is widely researched in the management literature but has been less prominent in Industrial Relations scholarship. Using a longitudinal sample from the employer survey of the Canadian Workplace and Employee Survey, the union effect on a firm’s ability to create or improve a product is examined. According to the commonly held view that unions impede firm performance, the results should point to a negative relationship between unions and product innovation. Interestingly, a strong negative effect is not observed. In fact a small statistically significant positive union effect is reported. This result is considered to be robust. Across various specifications the presence of a union and the intensity of the presence (firm union density) have significant and positive effects on a firm’s ability to innovate new products over a seven year period (1999-2005).The results of this study do not imply that the presence of a union is an important determinant of product innovation. The results are noteworthy because they do not identify a negative relationship between unions and a measure of firm performance: product innovation. In this regard, the results give weight to the observation that there is very little empirical support for the popular argument that unions impede firm performance.In Canada the demise of organized labour is often justified as a necessary adjustment to increasingly competitive markets. Indeed the signing of the 1993 NAFTA has put unions under greater scrutiny for their impact on Canada’s ability to compete internationally. That unions make firms less competitive is commonly accepted as a reasonable assessment. The results of this study and a review of the empirical literature on the union effect on other key firm outcomes such as productivity, labour costs, employment growth, sales and profitability, suggest that the popularly held negative assessment of unions is not based on a conclusive body of literature.Cet article utilise des données nationales canadiennes pour examiner l’effet des syndicats en matière d’innovation en matière de produits dans les entreprises, sujet abondamment traité dans la littérature managériale mais moins présent dans les travaux empiriques en relations industrielles. À partir d’un échantillon longitudinal de la composante « employeur » de l’Enquête sur le milieu de travail et les employés (EMTE) de Statistique Canada, l’effet de la présence syndicale sur la capacité de l’entreprise à créer de nouveaux produits ou à améliorer ses produits déjà existants est étudié. Selon un point de vue communément admis à l’effet que les syndicats agiraient plutôt comme un frein sur la performance de l’entreprise, les résultats de l’étude devraient indiquer une relation négative entre la présence syndicale et l’innovation en matière de produit. Or l’étude ne révèle aucun lien négatif fort. Au mieux seul un faible lien positif est observable d’un point de vue statistique. Et ce résu...

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Section: Notesmentioning

confidence: 99%

What Do Unions Do to Innovation? An Empirical Examination of the Canadian Private Sector

Walsworth¹

2011

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“…Nonetheless, it has evolved considerably in the past decade with the development of taxonomies and categorizations [6][7][8][9][10][11][12][13], including the emerging concept of business model innovation [14][15][16][17][18][19][20]. Nowadays, business models use a system-level approach to define the manner and framework within which organisations will create, deliver and capture value [20].…”

Section: Introductionmentioning

confidence: 99%

Business analysis for a sustainable, multi-stakeholder ecosystem for leveraging the Electronic Health Records for Clinical Research (EHR4CR) platform in Europe

Dupont¹,

Béresniak²,

Sundgren

et al. 2017

International Journal of Medical Informatics

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IntroductionThe Electronic Health Records for Clinical Research (EHR4CR) technological platform has been developed to enable the trustworthy reuse of hospital electronic health records data for clinical research. The EHR4CR platform can enhance and speed up clinical research scenarios: protocol feasibility assessment, patient identification for recruitment in clinical trials, and clinical data exchange, including for reporting serious adverse events. Our objective was to seed a multi-stakeholder ecosystem to enable the scalable exploitation of the EHR4CR platform in Europe, and to assess its economic sustainability. Materials and methodsMarket analyses were conducted by a multidisciplinary task force to define an EHR4CR emerging ecosystem and multi-stakeholder value chain. This involved mapping stakeholder groups and defining their unmet needs, incentives, potential barriers for adopting innovative solutions, roles and interdependencies. A comprehensive business model, value propositions, and sustainability strategies were developed accordingly.Using simulation modelling (including Monte Carlo simulations) and a 5-year horizon, the potential financial outcomes of the business model were forecasted from the perspective of an EHR4CR service provider. ResultsA business ecosystem was defined to leverage the EHR4CR multi-stakeholder value chain. Value propositions were developed describing the expected benefits of EHR4CR solutions for all stakeholders. From an EHR4CR service provider's viewpoint, the 3 business model simulation estimated that a profitability ratio of up to 1.8 could be achieved at year 1, with potential for growth in subsequent years depending on projected market uptake. ConclusionsBy enhancing and speeding up existing processes, EHR4CR solutions promise to transform the clinical research landscape. The ecosystem defined provides the organisational framework for optimising the value and benefits for all stakeholders involved, in a sustainable manner. Our study suggests that the exploitation of EHR4CR solutions appears profitable and sustainable in Europe, with a growth potential depending on the rates of market and hospital adoption.

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“…By innovating how products and/or services are delivered, a competitive advantage can also be attained (Johnson et al, 2008;Mitchell and Coles, 2003;Nunes and Breene, 2011). Because of the inimitable nature of BMI, firms engaging in BMI can benefit from a stronger position in the marketplace (Johnson et al, 2008;Nunes and Breene, 2011).…”

Section: Potential Benefits Of Bmimentioning

confidence: 99%

The introduction of a competing business model: the case of eBay

Comberg

Velamuri

2017

IJTM

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In today's highly competitive business environment, the reasons for companies to engage in business model innovation (BMI) are manifold. The pressure on firms to innovate their business models results in either an adaptation of the incumbent business model, or the introduction of a new competing business model. Based on extant theory, we found that the reasons for a firm to engage in BMI can be clustered into three categories: 1) increased profitability; 2) improved strategic positioning; 3) customer attraction. By conducting an exploratory single case study approach, we confirmed these categories by identifying the distinct reasons for eBay to introduce a competing business model. We then highlight the impacts on the focal firm as a result of the new business model. We find that the introduction of a competing business model can create novel sources of value for the company and its customers. In total, the study emphasises that when firms launch competing business models, intended and unintended consequences can be both positive and negative.

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The ultimate competitive advantage of continuing business model innovation

Abstract: Discusses the idea that continuing business model innovation provides a parallel way to outperform the competition. Improving a company’s business model by redirecting its focus will mean that competitors will be left out of position and unable to respond effectively.

Cited by 357 publications

References 0 publications

What Do Unions Do to Innovation? An Empirical Examination of the Canadian Private Sector

What Do Unions Do to Innovation? An Empirical Examination of the Canadian Private Sector

Business analysis for a sustainable, multi-stakeholder ecosystem for leveraging the Electronic Health Records for Clinical Research (EHR4CR) platform in Europe

The introduction of a competing business model: the case of eBay

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