Dynamic stakeholder interaction analysis: Innovative smart living design cases

Abstract

In order to become more innovative, companies that operate in the Smart Living domain increasingly initiate and participate in networked business environments that transcend industry boundaries. Inter-organizational collaboration is often characterized by conflicting strategic interests and incoherent operational business processes and procedures. Although many scholars and practitioners use stakeholder analysis to gain insight into the actors' relationships and interactions, existing literature on stakeholder analysis focuses mainly on high-level strategic analysis, often limited to a conceptual and static understanding of stakeholder interests. In this paper, it is argued that a 'true' understanding of stakeholders can be achieved by looking at their interactions and interdependencies at a more detailed level. This study uses a conceptual framework from the service innovation and business model domain, the VIP framework, to extend stakeholder analysis by including an analysis of their dynamic interactions and processes. The qualitative evaluation of the framework's application in illustrative design cases shows that this extension provides additional insights into stakeholders, and their potential operational conflicts and critical dependencies. By making these conflicts and interdependencies explicit, products and services are potentially easier to implement and commercialize.

Business model metrics: an open repository

“…Business model metrics: an open repository the exchange of value, data, information and knowledge within the network (Heikkilä et al 2005;Solaimani and Bouwman 2012;Solaimani et al 2013aSolaimani et al , b, 2014. Whereas a large part of BM literature has a strategic management focus (Teece 2010;Johnson et al 2008;Zott et al 2011), our interest lies in the design of BMs, especially how metrics could help focus on the improvement of BMs.…”

“…For classification and clustering, we decided to utilize the components in existing BM ontologies and extend them by explicitly including network-based activity elements as mentioned by Zott and Amit (2010). Our main focus, however, was on value exchanges among network partners, data information and knowledge sharing, and process alignment (as suggested by Solaimani and Bouwman 2012;Solaimani et al 2013aSolaimani et al , b, 2014. The outcome is a repository of metrics structured according to the common BM elements-Customer, Service, Technical, Organizational, Financial-extended with three extra perspectives on network enterprises-Value exchange, Information exchange and Process alignment-as suggested by BM research on network enterprises:…”

Business model innovation: towards a conceptual framework

“…BM's degree of innovativeness (Bucherer et al, 2012). Furthermore, specific BM have been proposed for certain industries or situations (see Figure 14), which was the focus of a large number of papers from our sample (Cautela, Pisano, & Pironti, 2014;Cucculelli & Bettinelli, 2015;De Regge et al, 2015;Kindstrom & Kowalkowski, 2014;March-Chorda, YaguePerales, & Seoane-Trigo, 2009;Richter, 2013;Ritala, Golnam, & Wegmann, 2014;Sabatier, Mangematin, & Rousselle, 2010;Sibinda, 2008;Solaimani, Guldemond, & Bouwman, 2013;Sorescu, Frambach, Singh, Rangaswamy, & Bridges, 2011;Storbacka, 2011;Visnjic Kastalli, Van Looy, & Neely, 2013;Warnier, Weppe, & Lecocq, 2013;Wells & Seitz, 2005;Wilson & Post, 2013;Wirtz, Schilke, & Ullrich, 2010). However, resulting BMs are not validation of a conceptual BM, but exploratory endeavours, which limits their potential deductive role and it is a sign of inefficiency.…”

“…If aiming to research a specific industry, we suggest to search BMI research in that specific area (Cautela et al, 2014;De Regge et al, 2015;Kindstrom & Kowalkowski, 2014;Solaimani et al, 2013), and validating models that have already been validated in that area. If looking for barriers (Chesbrough, 2010) and enablers (Andries & Debackere, 2006Aspara et al, 2013;Bicen & Johnson, 2015;Pateli & Giaglis, 2005), there is also interesting research that has been published.…”

Preface to the special issue “Bled eConference 2011 and 2012”

“…This study extends the STOF-VIP framework, a conceptual framework from the service innovation and business model domain, and validates the framework in design cases. This paper is freely accessible via the Electronic Markets' SpringerLink website (Solaimani et al 2013).…”