Designing Business Model Change

Abstract

The aim of this paper is to base organisational change on the firm's business model, an approach that research has only recently start to address. This study adopts a process-based perspective on business models and insights from a variety of theories as the basis for the development of ideas on the design of business model change. This paper offers a new, process-based strategic analytical artefact for the design of business model change, consisting of three main phases. Designing business model change as suggested in this paper allows ex ante analysis of alternative scenarios of change in a structured and comprehensive way. Such a tool is useful for obtaining an overall view of the working logic of the firm and to facilitate innovation through change. The main contribution of this paper is to transform management theories into an instrument that can be helpful for companies to develop their capacity to change in a more focused and structured way.

Does model consistency in business model innovation matter? A contingency‐based approach

“…These reflect the core notion of value proposition and delivery, value creation, and value capture (Cavalcante, 2014;Clauss, 2017;Spieth & Schneider, 2016;Teece, 2010;Velamuri, Bansemir, Neyer, & Möslein, 2013;Voelpel, Leibold, Tekie, & Von Krogh, 2005;Yunus, Moingeon, & Lehmann-Ortega, 2010). These reflect the core notion of value proposition and delivery, value creation, and value capture (Cavalcante, 2014;Clauss, 2017;Spieth & Schneider, 2016;Teece, 2010;Velamuri, Bansemir, Neyer, & Möslein, 2013;Voelpel, Leibold, Tekie, & Von Krogh, 2005;Yunus, Moingeon, & Lehmann-Ortega, 2010).…”

Knowledge and Innovation Management: Developing Dynamic Capabilities to Capture Value from Innovation

“…Since construct validity is essential in multiple case studies [41] [45], this research utilized constructs used in previous studies ([18] [19]. Adopting case study protocols recommended by Yin [40], a set of stem questions guided participant discussion during the interview.…”

“…For the purposes of this study, we have adapted a model of Business Model Elements [45] that identifies major elements of business models, including value creation, value networks and value capture. Table 1 indicates the scope of each of the value elements, as well as relevant literature underpinning these elements.…”

Business model innovation for delivering zero carbon buildings

“…The process and patterns of business model innovation have been examined in a number of studies. Cavalcante (2014) organized the change of business model into three phases, namely, identification of business model, analysis of change initiatives, and examination of the effect of change initiatives. Günzel and Holm (2013) classified the business model innovations into five patterns according to business model components, namely, linear, recursive, evolving, selectionism, and trial-and-error/experimentation.…”

“…4, business model change starts at the organizational strategic change. Strategic change is believed to be associated with dynamic capabilities (Teece et al, 1997) and the degree of turbulence in the external environment (Cavalcante, 2014). The changing environmental and social expectations for ZCB have an effect on the central components and processes of a business model, and result in a new set of strategic options and visionary business opportunities.…”