Business Model Innovation from an Business Model Ecosystem Perspective

Abstract

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.

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

“…The establishment of a "knowledge exchange room" -a "knowledge home" [15] for continuous knowledge creation, capturing, delivery, receiving and consumption -continuous BMI and BMI interaction -is essential not just at the very first moments as we documented in our previous two articles presented [10], [11]. Knowledge creation has to be secured and knowledge has to be attracted continuously -"meetings" and important "value adding knowledge creation processes" between the involved participants and by adaption of new knowledge and from new knowledge partners has to be secured.…”

“…The paper fills in the research gap between multi BMI science and network sciences in the domain of joint action, coopetition and sharing values -core-and critical knowledgein BMI with businesses operating their BMs outside "their core business". Three processes task co-representation (the ability to form and continually build on a mental representation of co-actor's task in a BMI project that is going to or partly going to operated outside core business) -Joint attention (the ability to attend to objects, knowledge or events created together during the establishment of the BMI project and beyond) -temporal coordination (the ability to adjust the timing of one's own actions and BM´s to others' actions and BM´s in the BMI project) were presented in earlier papers [10], [11] regarded to be critical for joint action [16] and thereby had to be addressed and paid attention to.…”

“…In two previous papers presented at the IFKAD conference 2015 and 2016 the GreenLab Skive project (GLS) was still in the very initial and "happy days" of the BMI project (first paper 2015) [10] -"downloading and seeing phase" and later on in the conceptualization phase (Second paper 2016) [11] -"sensing phase". The project have now passed into the phase of "letting go" [9] and have quickly gone into the third phase filled with final contract negotiations, the legal and public acceptance of the GLS project, financial and multi business model prototyping.…”

“…Most businesses involved in the project wanted GLS to become a producing plant on commercial terms (EON, YP, HMN), however, some others (SK, DEIF, HT) wanted the possibility for having a robust set-up for the production and at the same time being able to establish a "testbed" of new technologies, BMs, interoperability of different BMs and many more issues. Skive Municipality have together with some experts (COWI, PWC, PE, EMA) further developed the BMI project related to the first phase and the second phase [10], [11].…”

“…The early involvement and early establishment of trust in the first and second phase have served and created a reduced perceptions of BM risk and complexity [10], [11]. It had made the network partners more open to each other in the NBBMI in the first and second phase -but in the third phase the management and the board of GLS although decided to use a more close BMI structure to the environment and BMES around.…”