BM Relation Axiom � 3. Quadrant � the First Phases of Business Model Innovation in a Network-based Business Model Innovation Situation

Abstract

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.

Continuous knowledge sharing in the third phase of a critical and risky network-based business model innovation project

“…The study in this paper adds to our NBBMI study related to the 3. and 4. Quadrant of the Relations Axiom [9], [12] where BMI takes place outside the businesses involved and inside the BM of focus. The study shows that the core networkpartners closes the network BMI process -and not all decisions are open to the environment.…”

“…In our earlier study we claimed that "An open way of doing Business Model Innovation in network (ONBMI) is where businesses focus on all dimensions of their involved BMs and merge and innovate these with each others BMs making complementary BMI [3], [5], [12], Coopetition (inspired by [13]. This can benefit each businesses and their business models with the aim of contributing to a larger BM Ecosystem (BMES) that eventually in optimum could be created to work in symbiosis, where each BM are develop and "motivated" to innovated with one or more BM in the BMESs with even niche or differentiation competitive advantages cf.…”

“…[17]and [14]. To preserve future growth to the BMES [12] for the businesses involved and make the "cake" even larger -coopetition -instead of fighting for shares it is vital to attract knowledge and create knowledge in the BMES" [12]. This is to some extent exactly what GLS management and Board have done by preparing and establishing a new and/or revised business model for GLS, which enables a "a continiuosly"inflow" of BMI projects that can secure generation of new BMs, new technologies and even new BMEs as a spin-off from the original BMI project."…”

“…This is to some extent exactly what GLS management and Board have done by preparing and establishing a new and/or revised business model for GLS, which enables a "a continiuosly"inflow" of BMI projects that can secure generation of new BMs, new technologies and even new BMEs as a spin-off from the original BMI project." [12]. However the core networkpartners also reacted opposite by closing the decisions and BMI process in some part of the GLS project.…”