Purpose The purpose of this paper is to investigate the impact of internal integration, external integration (EI), and supply chain risk management (SCRM) on manufacturing flexibility, and the moderating effect of SCRM on the relationships between internal and EI, respectively, and manufacturing flexibility. Design/methodology/approach Using hierarchical regression, data are analyzed from a sample of 343 manufacturing plants in Asia collected in 2013-2014 as part of the International Manufacturing Strategy Survey (IMSS VI). Findings Internal integration and SCRM have a direct effect on manufacturing flexibility. SCRM moderates the relationship between EI and flexibility. Research limitations/implications Further research is needed to generalize beyond the flexibility performance of discrete manufacturing firms in Asia. Practical implications To benefit from EI and increase their flexibility performance, manufacturing firms need to implement different mechanisms of SCRM to prevent and deal with supply chain risks including those associated with supply chain integration. Originality/value This research contributes to the body of knowledge on the relationships between internal integration, EI, SCRM, and manufacturing flexibility.

Purpose Despite the common understanding that business model (BM) innovation is of vital importance for securing competitive positioning in the market place, managers still seem to lack appropriate frameworks and tools which can support them in renewing and rejuvenating their company’s existing BM. The purpose of this paper is to develop a structural and comprehensive toolbox of available BM configurations, from which companies can choose, to innovate their BM upon, and to design an appropriate BM innovation framework which can facilitate them in re-designing, selecting, and implementing new BM configuration possibilities. Design/methodology/approach A structured literature review is conducted to identify all the relevant BM configurations. Then, a value driver analysis is performed to group these BM configurations into appropriate categories. Finally, an ontological classification scheme and a structural and workable process, i.e. a BM innovation framework, are inductively developed. Findings The paper systematically develops a list of 71 BM configurations and groups them into an ontological classification scheme according to five groups: Value Proposition, Value Segment, Value Configuration, Value Network, and Value Capture. The paper illustrates how the BM innovation framework, enabled by this ontological classification scheme, provides a platform for identifying BM innovation routes for companies, allowing managers to envisage radical, disruptive, and new-to-the-world BM configuration ideas, or apply existing configurations from other industrial settings in what may be deemed new-to-the-industry innovation. Originality/value The paper enriches the amount of potential BM configurations available for managers to choose from when innovating their BMs, and extends the analysis to five core BM configuration categories. Moreover, the BM innovation framework suggested highlights the strong relationships among the value drivers, thus presenting the opportunity for managers to assess potential conflicts or synergies between various value drivers, and to align the BM management process as a whole.

An effective business model is the core enabler of any company's performance. Business model innovation is not only becoming more and more important due to increasing and globalizing competition, but also an enormous challenge, both theoretically and practically. Although many managers are eager to consider more disruptive changes to their business model, they often do not know how to articulate their existing or desired business model and, even less so, understand the possibilities for innovating it. One of the steps toward developing more theoretical insight and practical guidelines is the identification of types and the development of a typology of business model innovations. Ten retrospective case studies of business model innovations undertaken by two industrial companies provide the empirical basis for this article. We analyzed the characteristics of these innovations as well as their success rates. The findings suggest that there are indeed various business model innovation types, each with its own characteristics and challenges.

In today's complex, knowledge and innovation-driven economy, innovating business models and their architecture is in growing demand. Innovating business models to become network-based is a complex venture, but critical for the survival of many companies. Business model innovation is not widely researched, though. This paper examines the development of new business models in three networks and focuses on the challenges related to that.A key finding concerns the network partners' very different business models and success criteria related to the innovation process and outcomes. The network partners' value equation in a new network-based business model is complex to understand but nonetheless important to drive and lead the model from idea -through the innovation process -to the market. Another interesting finding is the big difference in network construction and demand of change to the individual network partners' business models. He has co-authored numerous articles and several books on subjects such as product development in network, electronic product development, new global business development, innovation management and leadership and high speed innovation. His current research interest is in new global business models, i.e., the typology and generic types of business models and how to innovate these. Mathematics and an MSc and PhD both in Management Engineering. He has co-authored numerous articles and several books on subjects such as organisation theory, flexible automation, manufacturing strategy and continuous improvement. His current research interest concerns continuous innovation, i.e., the interaction between day-to-day operations, incremental change and radical innovation.

This paper explores the phenomenon of intra-industry Business Model (BM) imitation through the concept of BM configurations and sheds light on how it relates to BM innovation. The analysis focuses on similarities and deviations of BM configurations among 80 companies operating in the industry sector related to Phantom Limb Pain (PLP). Leveraging a questionnaire-based mapping tool, the results show that companies operating within the area of PLP treatment apply relatively similar BM configurations. This indicates that companies mostly imitate the successful BMs of their main competitors in the industry as a whole and in their specific sub-groups, thus potentially ignoring the opportunity to also compete on a BM level. The contribution brought by the paper is twofold. First, it adds to the research stream on BM configurations by showing that this concept can be used not only to analyze and foster cross-industry BM imitation, but also to explore and examine intra-industry BM imitation (or differentiation). Second, the article contributes to the research stream on intraindustry BM imitation by going beyond prior anecdotal evidence and empirically testing the existence of the phenomenon of intra-industry BM imitation and hence, the potential innovation space on a BM level.