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1 – 6 of 6Boumediene Ramdani, Ahmed Binsaif and Elias Boukrami
The aim of this paper is to review and synthesise the recent advancements in the business model literature and explore how firms approach business model innovation.
Abstract
Purpose
The aim of this paper is to review and synthesise the recent advancements in the business model literature and explore how firms approach business model innovation.
Design/methodology/approach
A systematic review of business model innovation literature was carried out by analysing 219 papers published between 2010 and 2016.
Findings
Evidence reviewed suggests that rather than taking either an evolutionary process of continuous revision, adaptation and fine-tuning of the existing business model or a revolutionary process of replacing the existing business model, firms can explore alternative business models through experimentation, open and disruptive innovations. It was also found that changing business models encompasses modifying a single element, altering multiple elements simultaneously and/or changing the interactions between elements in four areas of innovation: value proposition, operational value, human capital and financial value.
Research limitations/implications
Although this review highlights the different avenues to business model innovation, the mechanisms by which firms can change their business models and the external factors associated with such change remain unexplored.
Practical implications
The business model innovation framework can be used by practitioners as a “navigation map” to determine where and how to change their existing business models.
Originality/value
Because conflicting approaches exist in the literature on how firms change their business models, the review synthesises these approaches and provides a clear guidance as to the ways through which business model innovation can be undertaken.
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Keywords
Chiara Acciarini, Fernando Borelli, Francesca Capo, Francesco Cappa and Chiara Sarrocco
The purpose of this paper is to explore the role of the digitalization phenomenon in the development of innovative business models that are sustainability oriented. Thus, the…
Abstract
Purpose
The purpose of this paper is to explore the role of the digitalization phenomenon in the development of innovative business models that are sustainability oriented. Thus, the authors aim to understand whether the presence of digitalization forces companies to create, capture and deliver value in new ways, focusing on their social impact.
Design/methodology/approach
Through the analysis of a case study in the automotive sector, the authors provide evidence that both digitalization and sustainability need to be considered to adequately innovate business models. Moreover, these two dimensions are interrelated, and therefore digitalization sustains sustainability and vice versa.
Findings
By inductively investigating the evolutionary path along which companies tend to adapt their business models to digitalization and sustainability trends, the authors found that this innovative transformation needs to be as sustainable as possible in order to offer benefits to organizations, customers and society at large. Furthermore, the authors revealed that, at least in the automotive sector, companies and customers are aware of the remarkable consequences of digitalization; however, they are still uncertain regarding the actual adoption of new technologies.
Originality/value
The literature on business model innovation is quite extensive. However, the role of digitalization in developing sustainable business models to achieve a competitive advantage has been overlooked. This study suggests that, within a specific context, forging a value network of stakeholders is helpful when innovating a business model with a sustainability orientation.
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Qaisar Iqbal and Katarzyna Piwowar-Sulej
Considering the vital role of resource-constraint innovation in developing countries, the aim of the study is to examine the mechanism of internal and external heterogeneous…
Abstract
Purpose
Considering the vital role of resource-constraint innovation in developing countries, the aim of the study is to examine the mechanism of internal and external heterogeneous knowledge sharing (HKS) in the relationship between sustainable leadership (SL) and frugal innovation (FI). The social exchange theory was used to develop a research framework.
Design/methodology/approach
This study employed Partial Least Squares Structural Equation Modeling (PLS-SEM) analysis to examine the relationship among several latent factors based on 263 participants from Pakistani SMEs.
Findings
The current findings support the significant positive impact of SL on both internal and external HKS. Moreover, this study also confirms the mediating effect of both types of HKS in the relationship between SL and FI.
Research limitations/implications
To delve further into the benefits and vital role of HKS, it is recommended to conduct further research that would examine the potential impact of heterogeneous knowledge sources on the “SL–FI relationship” and to apply the presented research methodology in other countries and organizations beyond Pakistani SMEs.
Originality/value
This study is one of the first documented attempts to demonstrate HKS as a mechanism in the relationship between a specific type of leadership and FI.
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