Conceptualising business model innovation: evidence from the managers’ advice network

Abstract

In recent years, there has been a growing consensus in management and organisation studies regarding the crucial role played by business model innovation in supporting firms' competitiveness. However, the intra-organisational processes that aim to develop business model innovation and the antecedents for its conceptualisation remain underexplored. Organisational mechanisms for learning between managers lead to the establishment of intraorganisational advice networks, which facilitate the acquisition and diffusion of knowledge for innovation. Using social network analysis, this study investigates the elements associated with intraorganisational networking intended to innovate business models. We analyse a multiunit cooperative firm as a case study. Within this firm, the conceptualisation of the novel business model activated a collaborative system of advice exchange between managers. We found that networking is supported by active managers who spread advice within the firm and managers who go beyond the boundaries of their organisational role. We propose several managerial recommendations, including that managers can develop subgroups constituting specific and unique knowledge structures, which represent the real generators of business model innovation.

The role of bricolage in countering resource constraints and uncertainty in start-up business model innovation

“…This approach provides empirical evidence for the linkage of external networks and BMI, responding to calls for exploring BMI antecedents beyond organizational borders (Yi, Chen and Li, 2022;Jabeen et al). It also supports BMI's internal facilitators (decision-making logic) (Ghinoi and Di Toma, 2022;Martins, Rindova and Greenbaum, 2015;Foss and Saebi, 2018;Heubeck and Meckl, 2021). In addition, this research complements case study-based studies on BMI (Andersen, Aagaard and Magnusson, 2022;Spieth, Laudien and Meissner, 2021;Albats, Podmetina and Vanhaverbeke, 2021;Best et al, 2022), and the empirical model consisting of the external and internal resources driving BMI is presented (Su, Zhang and Ma, 2020;Bashir, Naqshbandi and Farooq, 2020).…”

“…Rapid digital technology adoption is reshaping corporate landscapes and giving rise to novel business models (Ghinoi and Di Toma, 2022;D'Oria et al, 2021). Firms have to innovate business models (BMs) to adapt to turbulent and fast-changing environments (Amit and Han, 2017;Andersen, Aagaard and Magnusson, 2021).…”

“…It is proposed that both effectuation and entrepreneurial networks contribute to BMI (Bashir, Naqshbandi and Farooq, 2020;Hock-Doepgen et al, 2021;Martins, Rindova and Greenbaum, 2015). Effectuation dictates the understanding of network resources (Sarasvathy, 2001;Kerr and Coviello, 2020), and enables entrepreneurs to discover hidden value from entrepreneurial networks to design new BMs (Ghinoi and Di Toma, 2022;Martins, Rindova and Greenbaum, 2015;Foss and Saebi, 2018). Therefore, investigating the combined effects of entrepreneurial networks and effectuation could be the key to better understanding how start-ups can counter the resource constraints in uncertainty for BMI.…”

Dinámica de procesos de innovación educativa mediante el análisis de redes sociales

“…La lógica del ARS se ha utilizado en: la comprensión de las estrategias de red en Twitter utiliza en la comunicación sobre socios de Responsabilidad Social Empresarial (RSE) de las principales organizaciones sin fines de lucro de los EE. UU (Dong & Rim , 2019); la investigación de los mecanismos organizativos de aprendizaje entre directivos que conducen al establecimiento de redes de asesoramiento intra organizacionales, que facilitan la adquisición y difusión de conocimientos para la innovación (Ghinoi & Di Toma, 2021). Entre otros estudios, cuyo fundamento del ARS es la teoría de grafo (Tabassum et al, 2018).…”