A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

Clauß, Thomas; Kesting, Tobias; Naskrent, Julia

doi:10.1111/radm.12318

Cited by 67 publications

(70 citation statements)

References 92 publications

(152 reference statements)

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“…In line with this statement, the business model literature has attempted to answer the questions of how firms function and how they create value [16]. Over the years, a consensus has emerged among scholars that business models consist of three interrelated dimensions, describing the configuration of how value is proposed, created and captured [17][18][19][20][21][22]. Value proposition describes the composition of the product/service portfolio and activities regarding new developments and offerings, the firm's role in production or service delivery, and how (i.e., through which channels) and to whom the firm's offerings are made available [20] 1 .…”

Section: A Business Model and Bmimentioning

confidence: 99%

Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation

Clauß

Abebe

Tangpong

et al. 2021

IEEE Trans. Eng. Manage.

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240

171

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Despite the robust literature on the nature of business models and their implications for firm performance, research on the organizational antecedents of business model innovations (BMIs) is still evolving. In this study, we empirically examine the extent to which firm-level strategic agility predicts the adoption of three (value creation, value capture and value proposition) types of BMIs. Furthermore, we propose that the relationship between firm-level strategic agility and BMI adoption is contingent on the degree of environmental turbulence. Finally, we explore the mediating role that BMI plays in the relationship between firm-level strategic agility and firm performance. Our analysis of data from 432 German firms in the electronics industry indicates that strategic agility is positively related to BMI and that this relationship is indeed strengthened by the degree of environmental turbulence. Additionally, our findings show that, while value proposition and value creation BMIs have positive relationships with firm performance, value capture innovation was negatively related to firm performance; these findings were 2 contrary to our prediction. Finally, the results of our mediation tests indicate that BMI serves as an important intermediary mechanism through which firms' strategic agility contributes to superior firm performance. Managerial Relevance Our study significantly contributes to managerial knowledge in three interrelated ways: First, we demonstrate that firms should develop their firm's capabilities toward strategic agility (i.e., strategic sensitivity, leadership unity, and resource fluidity) in order to pave important foundations for subsequent business model innovation. Second, we show that the link between strategic agility and firm performance is mediated by business model innovation. Therefore, business model innovation might be a necessary mechanism to utilize firm-level capabilities, Third, we show that business model innovation might also have a dark side, as some business model innovation efforts might even reduce firm performance. Therefore, our study demonstrates that utilizing business model innovation is not universally beneficial and should be handled with care. Based on interviews with managers, we show that changes in the business model and in particular value capture innovation requires systemic adaptations of the organization to prevent issues related to local optimization.

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Section: A Business Model and Bmimentioning

confidence: 99%

Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation

Clauß

Abebe

Tangpong

et al. 2021

IEEE Trans. Eng. Manage.

Self Cite

240

171

View full text Add to dashboard Cite

show abstract

“…In the context of GOSC, user gratifications manifest in different angles. For example, recent studies have shown that many other factors, such as rich user experience [74][75][76][77][78], and value-added customer services [79][80][81] exert powerful impacts on users' behaviors, since more and more customers prefer to receive gratification from different channels, in addition to having it through price value only. However, this study suggests that promotion strategies, such as discount and red envelopes, can raise the perceived price value of products in GOSC, thus, retaining consumers' platform usage in the long run.…”

Section: The Linkage Between Cognitive/emotional States and Consumer mentioning

confidence: 99%

Exploring Determinants of Consumers’ Platform Usage in “Double Eleven” Shopping Carnival in China: Cognition and Emotion from an Integrated Perspective

Wang

Zhao

2020

Sustainability

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There is a great deal of interest concerning how e-commerce in China can be developed in sustainable ways. Answering this question requires not only the strategic management at the aggregate level, but also developing a micro framework that can effectively understand the cognitive-behavioral pathway of consumers in various online contexts. This paper focuses on the “Double Eleven” Global Online Shopping Carnival (GOSC) in China and attempts to investigate the determinants of consumers’ behaviors of shopping platform usage. The distinguishing feature of this study is that we define GOSC as a unique scenario compared to normal online shopping context, where consumers’ emotional state towards such an event plays a larger role in determining behaviors. Based on Cognitive Emotion Theory (CET), the main findings of this paper suggest that (1) consumers’ behaviors of online platform usage can be affected by both cognitions related factors, including price value, gamification and personalized services, and by emotional state such as having arousal and being pleasured; (2) cognition has an effect on emotional state, such as the positive effect of price value on arousal and pleasure or gamification on arousal. Our study, therefore, has highlighted a number of key points to the sustainable development of GOSC. Limitations and further research directions are also discussed.

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“…It is requiring new organizational forms (e.g. agile teams -see Brand et al in Since 2010, research on innovation and knowledge in diverse fields has burgeoned (Bouncken and Aslam 2019;Grewal et al 2018;Grigoriou and Rothaermel 2017;Roy and Sarkar 2016) and includes work focused on business models (Clauss et al 2018b;Foss and Saebi 2017;Laamanen et al 2018). Yet, only scant research is located at the interface of digitalization, business models, and their relationship to innovation and knowledge.…”

Section: Introductionmentioning

confidence: 99%

Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerations

2019

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Today's key challenge for firm growth relies in the integration of digital technologies and their use in new business models. Thus, firms increasingly engage in a digital transformation and in digitalizing their business model. Firms can apply digital technologies for improved or novel internal and external processes and integrate them in new business models. The digital transformation itself demands diverse knowledge from diverse origins in the firm. We examine the key concepts related to business model digitalization. We develop a conceptual matrix for portfolio considerations of firm business model digitalization. We introduce the seven contributions in this special issue on knowledge and innovation related to business and offer some recommendations for future research on the new working conditions and digital identities of firms.

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A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

Cited by 67 publications

References 92 publications

Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation

Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation

Exploring Determinants of Consumers’ Platform Usage in “Double Eleven” Shopping Carnival in China: Cognition and Emotion from an Integrated Perspective

Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerations

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