Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation

Abstract

We advance a theory of how business models can be innovated proactively in the absence of exogenous changes, through processes of generative cognition. We contribute to the cognitive perspective in strategy by analyzing business models as schemas that organize managerial understandings about the design of firms' value‐creating activities and exchanges and by theorizing how they can be innovated through processes for proactive schema change. Drawing on cognitive psychology research on two major cognitive processes through which individuals change their schema to cope with novelty, analogical reasoning and conceptual combination, we theorize firm‐level strategic processes for designing innovative business models. Copyright © 2015 Strategic Management Society.

Wearables and Wellness for the Young Elderly - Transforming Everyday Lives?

“…which share less than 20 common pairs of references with all other articles; the data about these articles is insufficient for coupling and we can assume these articles are not part of the core document set). After these steps, 62 articles (Sabatier, Craig-Kennard, & Mangematin, 2012), the cognitive aspect of business model concept (Baden-Fuller & Mangematin, 2013;Martins, Rindova, & Greenbaum, 2015) but also reviews of the field (Zott, Amit, & Massa, 2012).…”

Applying Enterprise Architecture to Business Networks

“…Further examples include innovation [Chesbrough, 2007, Fielt, 2011, Martins et al, 2015, knowledge management [Morris et al, 2015], and strategic management [Galliers and Leidner, 2014]. This diversity of application contexts readily illustrates the ability of the business model to encompass the range of architectural considerations inherent within a business operation.…”

Alliance strategy: context, process, and requirements

“…Content consists of elements that together become meaningful in a cross-sectional manner, e.g. the logic of a business model or value proposition (Levina and Ross, 2003;Martins et al, 2015). Content could be understood as a dynamic phenomenon, e.g.…”

“…technology structuration, acknowledges content (referred to as structures) as well as process as interactive objects of study. Structures depend on and shape human agency (Barley, 1990;Giddens, 1979;Martins et al, 2015). Content and process (interaction) may explain performance (Ketchen Jr et al, 1996); they co-shape a specific phenomenon such as diversity awareness and competence, and thereby explain outcomes (Avery and Thomas, 2004).…”

“…Lack of attention to the content dimension makes it more difficult for process researchers to communicate with, first, researchers working in traditions that put content centre stage, such as engineers working on business process innovations and tools; strategists and marketers studying business strategies and business models (Kuijken et al, 2017;Martins et al, 2015);…”