Business model innovation through Industry 4.0: A review

Ibarra, Dorleta; Ganzarain, Jaione; Igartua, Juán Ignacio

doi:10.1016/j.promfg.2018.03.002

Cited by 373 publications

(263 citation statements)

References 11 publications

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“…The business model innovation process can be of a limited entity if the introduction of industry 4.0 consists of incremental innovation. On the other hand, in the case of radical innovations, the process can lead to a total reconfiguration of the company's value proposition [39]. In this regard, in recent years, the appearance of a high number of disruptive technologies in the context of industry 4.0 has led many companies to abandon traditional business models in favor of more complex digital market models [40].…”

Section: Business Model Innovation Through Industry 40mentioning

confidence: 99%

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Sustainability Transition in Industry 4.0 and Smart Manufacturing with the Triple-Layered Business Model Canvas

et al. 2020

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Sustainability transition is becoming increasingly relevant at a manufacturing level, especially for resource-and energy-intensive industries. In addition, the 4.0 industry paradigm opens new opportunities in terms of sustainable development. The aim of this research is to analyze the introduction of sustainability in the corporate value proposition, through the evolution from a traditional to a sustainable business model. The business model innovation will be investigated in the case of a ceramic tile producer in the district of Sassuolo, Italy. The company has introduced several sustainability practices over the years and, through investments in Industry 4.0 technologies, is able to conduct impact assessments of its production process. The applied tool for the business model transition will be the Triple-Layered Business Model Canvas by Joyce and Paquin. The results illustrate the new company's sustainable value proposition, considering all three pillars of sustainability: environment, economy, and society. Despite the limitations resulting from the individual case study, the findings can be easily adapted to other ceramic tile companies in the sector. Besides, the paper could inspire other manufacturing companies in the drafting of a sustainable business model. The paper explores the still limited literature on the application of sustainable business models in operational scenarios.

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Section: Business Model Innovation Through Industry 40mentioning

confidence: 99%

“…One of these challenges for manufacturing companies is to leverage the benefits of industry 4.0 to integrate sustainability into traditional business models [39,41]. Industry 4.0 can be considered as a new business mindset, helping companies in their sustainable transition [42].…”

Section: Business Model Innovation Through Industry 40mentioning

confidence: 99%

Sustainability Transition in Industry 4.0 and Smart Manufacturing with the Triple-Layered Business Model Canvas

et al. 2020

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“…The concept of the business model (BM) dates back to the 1960s (Sahut, Hikkerova, & Moez, 2013); however, it is not a coincidence that its popularity increased as the economy was going digital. The BM literature started to become mainstream with: electronic business models (eBM) since the emergence of e-commerce during the 1990s; and digital BM, in the current digital economy (Blank, 2013;Osterwalder & Pigneur, 2010;Teece, 2018;Ibarra et al, 2018). The business model may be described as a system of interrelated and interdependent activities that determines the capacity of how the company does business with its stakeholders.…”

Section: Impact Of Digital Innovations On the Business Modelmentioning

confidence: 99%

Digital innovations, impacts on marketing, value chain and business models: An introduction

Sahut¹,

Dana

Laroche

2019

Can J Adm Sci

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Digital innovations are changing business models and industries and, in today's world, effective mastery of digital innovations can be greatly advantageous, yet digital innovation literature suffers from major lacunae. We contribute to this literature by providing definitions and analysing specificities of this emerging research stream. We then discuss the impact of digital innovation on marketing, value chain, and business models, focusing on tensions and marketing challenges, the value chain, and the evolutions of business models. We conclude with suggestions for further research.

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“…Co-creation is defined as joins co-values between the firms and partners in order to produce a mutually valued outcome and fastest way in developing business model capability. Co-creation will also accelerate and enable incumbent firms to transform the business to be able to be more innovative, standardized, modular, interoperable, decentralized, and service oriented [6]. The more innovative the firms are, the more value the co-creation model can bring.…”

Section: Introductionmentioning

confidence: 99%

Digital Transformation: Digital Leadership Role in Developing Business Model Innovation Mediated by Co-Creation Strategy for Telecommunication Incumbent Firms

Mihardjo¹,

Sasmoko²

2020

Strategy and Behaviors in the Digital Economy

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Incumbents have a challenge to sustain their business due to new attractive business model offered by new entrants. Incumbent firms are required to transform their existing business to a new paradigm of business which is digital business through developing new capability in business model. In developing innovation in the business model, there is a challenge for incumbents due to existing legacy business and routine process. The fastest way in developing new capabilities through collaboration is called co-creation strategy. In driving co-creation strong culture and visioning of digital leader is required. The study of the digital leadership role in developing business model innovation and co-creation strategy was limited; hence this study has an objective to assess the role of digital leadership, whether it will direct or indirect through co-creation strategy in developing business model innovation. The study was conducted on 88 senior leader respondents. The statistical data analysis used SmartPLS application. The result explained that digital leadership impacts indirectly through co-creation strategy on developing business model innovation. Co-creation strategy plays a mediating role in the relationship between business model innovation and digital leadership.

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Business model innovation through Industry 4.0: A review

Cited by 373 publications

References 11 publications

Sustainability Transition in Industry 4.0 and Smart Manufacturing with the Triple-Layered Business Model Canvas

Sustainability Transition in Industry 4.0 and Smart Manufacturing with the Triple-Layered Business Model Canvas

Digital innovations, impacts on marketing, value chain and business models: An introduction

Digital Transformation: Digital Leadership Role in Developing Business Model Innovation Mediated by Co-Creation Strategy for Telecommunication Incumbent Firms

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