Search results

1 – 10 of over 110000
To view the access options for this content please click here
Article
Publication date: 16 May 2016

Sonia Taneja, Mildred Golden Pryor and Mario Hayek

The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term…

Downloads
3408

Abstract

Purpose

The purpose of this paper is to address the challenges faced by small businesses and to explain the importance of using strategic innovation to achieve long-term sustainability and viability.

Design/methodology/approach

This study of small business innovation includes reviewing the types and determinants of innovation as well as strategies to overcome innovation barriers. In addition, the authors developed a model that portrays elements needed for strategic innovation that supports the long-term viability of small businesses.

Findings

Small businesses serve as the economic foundation for many nations because they stimulate innovation, provide jobs, foster competitiveness and support overall economic growth. Small businesses can rapidly adapt to change, adopt new strategies and provide flexibility that supports strategic innovation. As a result, strategic innovation is a key driver of sustainable competitive advantage for small businesses.

Practical implications

Small business leaders need to integrate strategic innovation with their strategic planning to remain competitive. The strategic innovation model presented in this paper can assist them in understanding elements needed for successful strategic innovation and long-term viability.

Social implications

Globally, small businesses exert a strong influence on economic growth and create opportunities, employment and technological development. This paper will assist small business leaders as they strive to use strategic innovation to strengthen their competitive capabilities.

Originality/value

The unique strategic innovation model that the authors developed can help small businesses to achieve long-term sustainability and viability in the competitive marketplace.

Details

Journal of Business Strategy, vol. 37 no. 3
Type: Research Article
ISSN: 0275-6668

Keywords

To view the access options for this content please click here
Article
Publication date: 13 November 2007

Edward Giesen, Saul J. Berman, Ragna Bell and Amy Blitz

The purpose of this paper is to find out what exactly the term business model innovation encompasses and what type yields the best results.

Downloads
16810

Abstract

Purpose

The purpose of this paper is to find out what exactly the term business model innovation encompasses and what type yields the best results.

Design/methodology/approach

IBM Consulting researchers first identified the main types of business model innovation, which can be used alone or in combination. They then compared these three types of business model innovation across 35 best practice cases.

Findings

The study found that all new business models can be classified into three types: innovations in industry models; in revenue models and in enterprise models. A key finding was that each type of business model innovation, with the right strategy and strong execution can generate success.

Practical implications

Researchers found that while network plays are being used by diverse companies in different industries and regions and of varying age, size and other characteristics, this tactic has been a particularly useful strategy for older companies.

Originality/value

The study found that best business model innovation strategies provide a strong fit between the competitive landscape for a particular industry and the organization's strengths, shortcomings and characteristics such as age and size.

Details

Strategy & Leadership, vol. 35 no. 6
Type: Research Article
ISSN: 1087-8572

Keywords

To view the access options for this content please click here
Article
Publication date: 24 May 2011

Robert S. Sullivan

This paper seeks to heighten and expand understanding of the important role of business education and scholarship in innovation, and consequentially on how this innovation

Downloads
1269

Abstract

Purpose

This paper seeks to heighten and expand understanding of the important role of business education and scholarship in innovation, and consequentially on how this innovation enables business schools to contribute to economic growth and prosperity.

Design/methodology/approach

While the foundation of this paper is a new report on the role of business schools in innovation issued by AACSB International, this paper extends the results by integrating more recent studies and reports on innovation.

Findings

The report concludes that management and leadership are essential aspects of the innovation lifecycle, and that business schools play a significant role in developing the cadre of individuals with these skill sets.

Originality/value

This paper draws on and synthesizes the most recent literature on innovation, as well as relating innovation to issues of economic development and prosperity. In doing this, it calls for business schools to proactively define their unique contributions to innovate and to become advocates for the significance of management and leadership in competitive success.

Details

Journal of Management Development, vol. 30 no. 5
Type: Research Article
ISSN: 0262-1711

Keywords

To view the access options for this content please click here
Article
Publication date: 13 November 2017

Adji Achmad Rinaldo Fernandes and Solimun

This research aims to examine the moderating effect of strategic orientation on the effect of environmental uncertainties on business performance and the moderating effect…

Downloads
1124

Abstract

Purpose

This research aims to examine the moderating effect of strategic orientation on the effect of environmental uncertainties on business performance and the moderating effect of innovations on the effect of environmental uncertainties on performance of the business in the aviation industry in Indonesia.

Design/methodology/approach

Research data were collected in stages by means of interviews with corporate leaders of Indonesian airlines and branch managers of several airports, as well as with the Directorate of Civil Aviation as the regulator. A pre-test and focus group discussion (FGD) were conducted to directly determine the questionnaire aspects of the research object, following which an immediate revision was made to the questionnaire. The data from the survey used in each variable were obtained from the mail questionnaire survey. The data collected using the survey are the main data used in the present study.

Findings

The model of environment–strategy–performance (ESP) can work well in improving performance if supported by innovations. These findings deepen the ESP paradigm in the aviation industry (Miles and Snow, 1978; Segev 1987; Covin and Slevin, 1989; Miller and Shamsie, 1996) that during conditions of high environmental uncertainties, strategic orientation, rather than a single response, will be effective if supported by innovations that provide the strategy with flexibility. The initial implications of these modeling results generate the findings that the effect of environmental uncertainties in the aviation industry (classified as strictly regulated) on performance of a company is largely determined by the direction of the strategic orientation and the innovation level.

Research limitations/implications

Interactions between innovations and environmental uncertainties have a significant negative effect on the achievement of business performance of the branches with a coefficient of 0.02 and a t-value of 2.00, meaning that the innovation level of a branch has an increasingly stronger influence on the business performance of the branch in the uncertain environment with limitations or underestimated by the branch manager or the innovation level of the branch is not supported with airport facilities and services, which means that the provision of airport facilities and services is inversely proportional to the needs of the airline branches. In other words, the variable “innovations” is a moderating variable for the effect of environmental uncertainties on business performance.

Practical implications

The results of the modeling performed in this research also show that innovations play a major role in the implementation of the ESP model (Blumentritt and Danis, 2006). The empirical phenomena and descriptive analysis results suggest that the Indonesian airlines which have been quite successful and have demonstrated an above-average performance possess higher levels of innovations. This finding corroborates that of previous studies that environmental uncertainties and direction of strategic orientation will determine the ability of a company to overcome the barriers to innovations, by maximizing innovative resources in achieving the target of innovations (Manu, 1992; O’Regan and Ghobadian, 2005; Hult et al., 2003), and more specifically, it indicates that strategic orientation that is prospective in nature leads to a high level of innovations (Salavou et al., 2004).

Social implications

The research findings indicate that innovations have a central role in the ESP models and are able to offer a new concept as a modification of the ESP model which in the study is called ESIP. The role of innovations in the ESIP model puts innovations as a variable moderating the effect of environmental uncertainties on performance and the effect of strategic orientation on performance. Moreover, based on the summary of the results for the analysis of the ESIP model, the following can be explained: first, environmental uncertainties have a significant and positive effect on the innovation level or the higher the level of environmental uncertainties, the more is the number of the innovations that an Indonesian airline branch creates. External environmental conditions that are likely to be complex and dynamic found in the area of operations make the branch management more able to identify barriers to innovations and manage resources to be more creative and productive for the attainment of the targets of innovations.

Originality/value

Innovations in business models as a new effort in improvisation specific to the business stage of the basic model (not very valuable) become more advanced business processes to produce products that are more valuable for consumers, at a more efficient cost with better profitability (Chesbrough, 2007b). So far, research on the role of innovations in response to environmental uncertainties and implementation of strategies to improve the performance of the ESP model is still done partially, so that there is no comprehensive model to describe the role of innovations in this ESP model, or let us say that a gap exists between theories and opportunities to conduct further research on the role of innovations in the ESP model.

Details

International Journal of Law and Management, vol. 59 no. 6
Type: Research Article
ISSN: 1754-243X

Keywords

To view the access options for this content please click here
Article
Publication date: 13 August 2021

Nicola M. Pless, Matthew Murphy, Thomas Maak and Atri Sengupta

Today’s pressing global societal challenges are urgent and require substantial solutions and innovations that tackle the roots of a problem. These challenges call for new…

Abstract

Purpose

Today’s pressing global societal challenges are urgent and require substantial solutions and innovations that tackle the roots of a problem. These challenges call for new forms of leadership, stakeholder engagement and innovation. This paper aims to examine whether, why and how business leaders engage in social innovation. The authors argue that leadership perspective and motivation are important drivers for developing substantial social innovations suited to resolving societal challenges at their roots. More specifically, the authors propose that intra-personal factors (degree of care and compassion), an inter-relational perspective of leadership (shareholder versus stakeholder) and the corresponding leadership motivation (personalized versus socialized) may unveil what quality of social innovation (first-order versus second-order solutions) is pursued by a business leader. Implications for future research and practice are provided.

Design/methodology/approach

The authors revisit the concept of social innovation and explore its connection with care and compassion. They suggest a series of propositions pertaining to the relationship between different configurations of leadership and different forms of social innovation.

Findings

Responsible business leaders with an integrative leader trait configuration (stakeholder perspective, socialized motivation, high degree of care and compassion) are more likely to foster substantial second-order social innovations for uprooting societal problems than business leader with an instrumental leader trait configuration (shareholder perspective, personalized motivation, low degree of care and compassion). An organization’s stakeholder culture plays a moderating role in the relation between leadership and social innovation.

Social implications

This paper reveals a path for conceptualizing leadership in social innovation from a stakeholder perspective. Future research should investigate the role of business leaders, their mindsets, styles and relational competencies in co-creation processes of social innovation empirically. If the development of substantial second-order social innovations requires leaders with a stakeholder perspective and socialized approach, then this has implications for leader selection and development.

Originality/value

This paper advocates for new kinds of leaders in facilitating and sustaining social innovations to tackle global societal challenges.

Details

Society and Business Review, vol. 16 no. 4
Type: Research Article
ISSN: 1746-5680

Keywords

To view the access options for this content please click here
Article
Publication date: 23 June 2021

Michele Colli, Verena Stingl and Brian V. Waehrens

The research aims to investigate how firms can develop their sensing capabilities for Industry 4.0 (I4.0) technology adoption through reframing their opportunity…

Abstract

Purpose

The research aims to investigate how firms can develop their sensing capabilities for Industry 4.0 (I4.0) technology adoption through reframing their opportunity perceptions related to learnings from I4.0 initiatives.

Design/methodology/approach

The research follows a design science research approach. Following the case of I4.0 technology introduction at a large food manufacturer, the paper develops a theoretical framework (artefact) and validates the applicability and efficacy of the framework within the case study.

Findings

The theoretical framework highlights the different temporal (short-term/long-term) and locational (direct/indirect) value dimensions of I4.0 opportunities. The findings show that the use of the framework can shift managers’ perception regarding the business value of an I4.0 technology implementation. Specifically, the framework reversed initially negative perceptions around a narrowly scoped business case towards an opportunity-oriented attitude exploring further potentials of the technology.

Research limitations/implications

The research adds to the debate when and why firms engage in, and sustain their I4.0 initiatives by providing a novel perspective on firms’ sensing capabilities. As a single-case study, the framework requires further validation in practice.

Practical implications

The proposed framework provides practitioners with an extended view concerning the potential value of digital transformation projects and serves as a conversational tool.

Originality/value

The presented wider frame for evaluating digital transformation projects, taking into account the more “intangible” value of their learnings, tackles the fundamental issue of translating explorative innovation efforts into exploitative value – a key challenge when dealing with innovation and one of the main barriers for the digital transformation.

Details

Journal of Manufacturing Technology Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1741-038X

Keywords

To view the access options for this content please click here
Article
Publication date: 3 June 2021

Yuran Jin, Shoufeng Ji, Li Liu and Wei Wang

More and more enterprises have realized the importance of business model innovation. However, the model tools for it are still scarce. There is a clear research gap in…

Abstract

Purpose

More and more enterprises have realized the importance of business model innovation. However, the model tools for it are still scarce. There is a clear research gap in this academic field. Therefore, the aim of this study is to put forward a visual business model innovation model.

Design/methodology/approach

The scientific literature clustering paradigm of grounded theory is used to design business model innovation theory model (BMITM). BMITM and the business model innovation options traced back from 870 labels in the grounded process are integrated into a unified framework to build the business model innovation canvas (BMIC).

Findings

BMIC composed of three levels and seven modules is successfully developed. 145 business model innovation options are designed in BMIC. How to use BMIC is explained in detail. Through the analysis of innovation hotspots, the potential business model innovation directions can be found. A new business model of clothing enterprises using 3D printing is innovated with BMIC as an example.

Research limitations/implications

Compared with the previous tools, BMIC owns a clearer business model innovation framework and provides a problem-oriented business model innovation process and mechanism.

Practical implications

BMIC provides a systematic business model innovation solution set and roadmap for business model innovation practitioners.

Originality/value

BMIC, a new tool for business model innovation is put forward for the first time. “Mass Selection Customization-Centralized Manufacturing” designed with BMIC for the clothing enterprises using 3D printing is put forward for the first time.

Details

European Journal of Innovation Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 1460-1060

Keywords

To view the access options for this content please click here
Book part
Publication date: 16 December 2016

Tamami Komatsu, Alessandro Deserti, Francesca Rizzo, Manuela Celi and Sharam Alijani

The chapter provides empirical research results on the peculiarities of social innovation and the specific features that its business model must support. It concludes by…

Abstract

Purpose

The chapter provides empirical research results on the peculiarities of social innovation and the specific features that its business model must support. It concludes by proposing a Social Innovation Business Model Canvas and steps towards Social Innovation typologies.

Methodology/approach

The research is based on the results of a comparative analysis of 25 business case studies and 32 biographies conducted within the SIMPACT research framework. We then implemented a process of reverse engineering to uncover the business models behind the cases which facilitated the creation of a typology for different social innovation business models. Reverse engineering is the application of tools and processes used to study new business ventures in comparison with existing ones. As such, it sheds further light on the broad characteristics of social business models and their value creation mechanisms. The evidence coming from the cases were analyzed within a new business model and clustered to identify a typology of business models of social innovations.

Findings

The main SIMPACT findings, resulting from the reverse engineering process and upon which our discussion is based, can be seen in the following distinguishing characteristics of SI business models. SI business models are: configured around finding complementarity between antagonistic assets and seemingly conflicting logics; often structured around a divergence in the allocation of cost, use, and benefit leading to multiple value propositions; modeled on multiactor/multisided business strategies, and developed as frugal solutions and through actions of bricolage. Four typologies of social innovation were identified: beneficiary as actor, beneficiary as customer, beneficiary as user, and community-asset-based models.

Research implications

While much attention has been placed on for-profit business models, there is little literature on social/not-for-profit business models. This chapter can add to this gap by providing substantial empirical evidence.

Practical implications

Practitioners in the field of social innovation, particularly the growing intermediary sector, could integrate the findings of the research in their work.

Social implications

The work is also leading to the construction of a future business toolbox for social innovation, which will be even more useful for incubators, accelerators, and supporting structures.

Originality/value

Research presented in this chapter is the result of an extensive comparative analysis across all of Europe, including examples of failure, and the first to propose a typology of SI Business Models.

Details

Finance and Economy for Society: Integrating Sustainability
Type: Book
ISBN: 978-1-78635-509-6

Keywords

To view the access options for this content please click here
Book part
Publication date: 12 May 2017

Mitsuru Kodama

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of…

Abstract

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

To view the access options for this content please click here
Article
Publication date: 16 December 2020

Nino Bernd Hoch and Stelian Brad

This study aims to increase understanding regarding the transformation of traditional business models, integrating digital technologies. The significance of digitisation…

Downloads
911

Abstract

Purpose

This study aims to increase understanding regarding the transformation of traditional business models, integrating digital technologies. The significance of digitisation within business models has increased dramatically in recent years. Because of this, new knowledge on how to transform traditional business models into digital business models in a systematic way is needed. Digital technologies, embedded in previously non-digital goods, force companies to rethink their business models.

Design/methodology/approach

A design science research methodology was chosen for this study. A literature review and semi-structured interviews served as the theoretical foundation to integrate behavioural science into the design science process. From the design science perspective, an artefact is introduced to provide an architectural framework to manage business model innovation in a systematic way. The artefact's application is demonstrated through a case study conducted at a real company and evaluated afterwards by means of structured interviews with experts.

Findings

The authors propose a highly useable and valuable conceptual framework for systematic business model innovation. However, one limitation of the research is that it was conducted among construction professionals in Germany, and so the result might not hold true for other firms or industry branches.

Research limitations/implications

The research was conducted among construction professionals in Germany, and this acts as a limitation, as the result might not hold true for other firms or industry branches.

Originality/value

The purpose of this study is to provide managers with a framework for business model innovation, helping them systematically integrate digital technologies to create customer-added value. The proposed framework presents an innovative conceptual analysis of systematic business model innovation, which has not been addressed in prior studies.

Details

Business Process Management Journal, vol. 27 no. 2
Type: Research Article
ISSN: 1463-7154

Keywords

1 – 10 of over 110000