Chapter 9 Business Model Innovation

Knowledge management and intellectual capital in the business model innovation of Costa Rican manufacturing firms

“…Most technology companies and start-ups' business models are inherently disruptive, and this is where business model innovation must be differentiated from product, service, process, or technology innovations to the point that it is easier to copy product or process innovations than business model innovations (Lindgardt et al, 2009;Amit and Zott, 2012). It is important to emphasize the leading role that business model innovation has played for companies in generating returns above their competitors, creating more sustainable competitive advantages than their competitors, fostering the creation of value, and capturing that value.…”

“…Business model innovation. Lindgardt et al (2009) define business model innovation as one that provides a sustainable competitive advantage; that is, the model must be innovative, permanent, coordinated and sufficiently supported by all employees and very well administered from management. To measure business model innovation, we used an adapted version of the scale employed by Clauss (2017) and Bouncken et al (2016).…”

Modelo de negócios e suas aplicações em administração

“…Alguns autores adotam o conceito de modelo de negócios no nível de um determinado setor ou segmento (Wirtz, Pistoia, Ullrich e Göttel, 2015). Por exemplo, os seguintes segmentos foram abordados no contexto desse conceito: alimentação (Van Der Vorst, Van Dongen, Nouguier & Hilhorst, 2002), biotecnologia (Lazonick & Tulum, 2011;Patzelt, Knyphausen-Aufsess & Nikol, 2008;Rothman & Kraft, 2006), carro elétrico (Bohnsacka, Pinkseb & Kolka, 2014), comércio móvel (ou m-commerce) (Eriksson, Kalling, Akesson & Fredberg, 2008;Jørgensen & Ulhøi, 2010), empresas baseadas em projetos (Kujala, Artto, Aaltonen & Turkulainen, 2010;Wikström, Artto, Kujala & Söderlund, 2010), indústria farmacêutica (Lindgardt, Reeves & Wallenstein, 2008;Rasmussen & Foss, 2015;Sabatier, Rousselle & Mangematin, 2010), jogos eletrônicos (MacInnes, Moneta, Caraballo & Sarni;, jornais (Karimi & Walter, 2015), mídia (Kind, Nilssen & Sørgard, 2009), música (Vaccaro & Cohn, 2004), serviços postais (Bogers, Sund & Villarroel, 2015), software aberto (Bonaccorsi, Giannangeli & Rossi, 2006), e varejo (Sorescu, Frambach, Singh, Rangaswamy & Bridges, 2011). Não obstante a aplicação de modelo de negócios no contexto de um segmento específico, várias das referências citadas utilizam estudos de casos de empresas individuais em suas análiseso que também pode ser caracterizado como utilização do modelo de negócios no âmbito de diferentes organizações de um mesmo segmento.…”

“…-saúde e biotecnologia (Hwang & Christensen, 2008;Lazonick & Tulum, 2011;Lindgardt, Reeves & Wallenstein, 2008;Patzelt, Knyphausen-Aufsess & Nikol, 2008;Rasmussen & Foss, 2015;Rothman & Kraft, 2006;Sabatier, Rousselle & Mangematin, 2010;Valeri, Giesen, Jansen & Kolkgieters, 2010); -seguro de automóveis (Desyllas & Sako, 2013); -serviços postais (Bogers, Sund & Villarroel, 2015); -software aberto (Bonaccorsi, Giannangeli & Rossi, 2006); e -varejo (Enders & Jelassi, 2000;Sorescu, Frambach, Singh, Rangaswamy & Bridges, 2011).…”