Abstract:Using an inductive case study approach drawn from original interview data, this article investigates the innovation approaches among a sample of international energy companies, or corporate firms. It first presents a conceptual framework synthesized from the business studies, entrepreneurship, evolutionary economics, innovation studies, management science, organization studies, political science, and sociology literature. This framework suggests that corporate approaches to clean technology innovation will cut across the four dimensions of organizational multiplicity and stakeholder involvement, information sharing, coordination and control, and market orientation. It then explores how eight firms-the Algal Carbon Conversion Flagship and Aurora Algae (biofuel), DONG and Statoil (carbon capture and storage), Tesla and Volkswagen (electric vehicles), and Siemens and Vestas (offshore wind turbines)-approach clean technology development with "open innovation" attributes mixed with "closed" attributes. Although the study finds striking similarities among the particular approaches embraced by each corporate actor, it also notes that approaches are technology and firm specific, and the potential for different permutations leads to an almost endless number of possible stylistic combinations. The innovation profiles depicted also reveal conflict and competition among various stakeholders, the implication being that corporate innovation in the energy sector remains a conflicted, disjointed, and messy process.
This paper deals with the perspective of business model ecosystem-thinking in relation to business model innovation and shows the importance of taking the business network and business model ecosystem into consideration when trying to operate and develop business models. The paper verifies that "No business is an island" and neither are business models and therefore they can't be treated like this. This paper also introduce another perspective upon the business model ecosystem (BMES) approach -as a way of thinking business model innovation -using a case related to renewable energy from an island called Samsø in Denmark, that has developed in relation to the EU Interreg project Biogas2020.
The BM relation axiom was presented as a conceptual framework [12] as a way to view how specific relations in business models (BM) and between BMs are related, when seen from 4 different perspectives-viewpoints. The research paper verify how the way business models, both intern-and externally the business, relate to one another changes in respects to the phases of the business model innovation (BMI) and the phases of the business model development in a new BM Ecosystem [13]. Previous research has covered the first and second quadrant of the relation axiom, where this paper focuses specifically on the third quadrant of the relations axiom-outside the business-in the first BMI phases; bubble, idea and concept. A case of network-based business model innovation (NBBMI) is in focus and will take the reader through the process from just after the first mutual agreements [13] have been made in the network of businesses to develop a sustainable energy plant where Businesses BMs are supposed to operate in symbiosis to the next phase-scenario conceptualization phase. The study is based on the research from 2012 to 2015 of the GreenLab Skive network-based business model (NBBM) case involving 12 independent businesses.
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