The Metacognition Underlying Radical Business Model Innovation: Four Case Studies of Individual Criticism

Abstract

This chapter explores the role of individual cognitive abilities in the radical innovation of business models and their value proposition. The focus on a specific cognitive construct – metacognition – contributes to understanding the specificities of “criticism,” an approach relevant to addressing the challenges of the radical innovation of value drivers. Based on empirical data, this exploratory research identifies the characteristic elements of criticism from a metacognition perspective, pinpointing the key moments and attitudes of innovators, i.e., cognition of own cognition. The analysis of the findings shows that successful innovators are able to leverage the perception and control of own cognition to more effectively develop and negotiate the radical innovation of the business model in their organization, going beyond the dichotomy between rational and affective mental states. This chapter concludes with a discussion and future research outlook.

Citation

Bellini, E. and Castellazzi, S. (2020), "The Metacognition Underlying Radical Business Model Innovation: Four Case Studies of Individual Criticism", Sund, K.J., Galavan, R.J. and Bogers, M. (Ed.) Business Models and Cognition (New Horizons in Managerial and Organizational Cognition, Vol. 4), Emerald Publishing Limited, Leeds, pp. 169-186. https://doi.org/10.1108/S2397-521020200000004008