Dynamic capabilities triggered by cloud sourcing: a stage-based model of business model innovation

Abstract

Current research offers very limited insights on the process of how the adoption and continued use of cloud sourcing might trigger and push the development of business model innovation and affect the competitive advantage of a firm. Applying an abductive approach, with two longitudinal case studies of cloud sourcing firms, and a theoretical framework based on stage-based models of business model innovation and the dynamic capability view of the firm, we develop a model of stage-based business model innovation related to the adoption and continued use of cloud sourcing. The model identifies three business model innovation stages characterized by specific types of capabilities. In between the three stages, we identify three dynamic junctures that the firm and its managers have to overcome to progress from one stage to another. In the dynamic junctures three types of dynamic capabilities were key; sensing, seizing and transformation capabilities, to pass to the next stage. The model contributes to a better understanding of the evolution of dynamic capabilities as well as the evolution of the cloud sourcing firm and cloud-based business model innovation.

Business model innovation: Identifying foundations and trajectories

“…Dynamic capabilities are linked to many research fields, such as sustainable BMI (Bocken & Geradts, 2019), organizational search (Zhao et al, 2019), international social purpose organizations (De Silva et al, 2019), BMI in mergers and acquisitions of technology‐advanced firms (Čirjevskis, 2019), cloud‐sourcing in stage‐based BMs (Muhic & Bengtsson, 2019), and BMI in family firms (Weimann et al, 2019). Although little direct connection could be made between the articles themselves regarding the research area that is linked to dynamic capabilities, we found some similarities in the contributions, as well as in the future directions for the specific research fields.…”

Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerations

“…Firms can apply digital technologies for improved or new processes internally and with their supply chains and their environment and use them for developing their business models. In this special issue, Devece et al (2019) examine crowdfunding, Muhic and Bengtsson (2019) discuss cloud computing, and Miranda et al (2019) investigate consumers' perceptions regarding the credibility of YouTuber-generated product content (YGPC). With respect to digital technologies, the internal and external sources might build the basis for value creation and value propositions, but the value capture among sources is often endangered by serious tensions among partners (Fredrich et al 2019).…”

How Will We Dine? Prospective Shifts in International Haute Cuisine and Innovation beyond Kitchen and Plate

“…However, as discussed before, the innovation focus is mostly limited to food alone. Future researchers should broaden the perspective towards the restaurant structure and processes as well as business model innovation [17,[162][163][164][165]. The still neglected integration of the customers into the innovation process seems to be imperative as they are an important driver to enhance the agility in the front end of innovation [166][167][168][169][170][171].…”