Fostering growth patterns of SMEs through business model innovation. A tailored dynamic business modelling approach

Cosenz, Federico; Bivona, Enzo

doi:10.1016/j.jbusres.2020.03.003

Cited by 102 publications

(83 citation statements)

References 69 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Tools for designing new BM evaluates the company's usage of tools, which are: Design thinking and design tools [94], [95], BM visual tool Canvas and its variations [72], [96], tools to support experimentation [67], [75], [97], [98], agile methods, such as Lean Startup and customer development [72]- [74], [99], business modeling processes [76], customer experience journey modeling [100]. Fig.…”

Section: ) Seizing Capability For Bmimentioning

confidence: 99%

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

et al. 2021

View full text Add to dashboard Cite

The digital era is reshaping the competitive landscape, creating a more turbulent environment where digital technologies play a significant role in enabling innovative business models. Companies need to promote business model innovations, readapting their business models, and create new digital business models to thrive in this scenario. The literature emphasizes that dynamic capabilities are the main antecedent to business model innovation. However, the dynamic capabilities construct is poorly operationalized, lacking proper measurements that effectively translate them to practice, remaining a black box. This paper aims to further understand, operationalize and measure the distinctive dimensions of dynamic capabilities for business model innovation. To this end, we follow the design science research methodology, building a tool for dynamic capabilities evaluation through a systematic literature review. We then evaluate the tool based on a three-year, in-depth case study of a software company. Our findings show that the current business model has a central role in shaping dynamic capabilities for business model innovation. The proposed measures encompass activities and practices and business model structure, highlighting the relevance of the co-evolution between business model and dynamic capabilities. Thus, we propose creating what we call a "business model innovation engine" as a function that reshapes the business model to incorporate dynamic capabilities as part of the value creation architecture. We contribute to theory by better translating dynamic capabilities for business model innovation to observable (and measurable) organizational phenomena, linking it to the extant strategic management literature, and elucidating how to measure and guide the build-up of such capabilities. We also add to practice by developing a practical tool for management to use as a means to evaluate their current dynamic capabilities state, therefore guiding for informed strategic action.INDEX TERMS Business model innovation, design science research, digital economy, dynamic capabilities, innovation management.

show abstract

Section: ) Seizing Capability For Bmimentioning

confidence: 99%

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

et al. 2021

View full text Add to dashboard Cite

show abstract

“…(2) how these components are interconnected within an enterprise and throughout its supply chain; (3) how the enterprise utilizes this interconnection to generate revenues. Overall, creating, delivering, and capturing value represents the key foundation of the business model concept (Langvinienė & Daunoravičiūtė, 2015;Cosenz & Bivona, 2020;Gao & Li, 2020).…”

Section: Business Modelmentioning

confidence: 99%

“…Specifically, developing and adopting the adequate business model brings about many advantages for the organization such as transforming business process, enhancing service/product quality, reducing operating costs, penetrating new markets, and https://jaauth.journals.ekb.eg / gaining or improving competitiveness (Langvinienė & Daunoravičiūtė, 2015;Joyce & Paquin, 2016). However, for a business model to be successful and advantageous, it should be innovative and dynamic (Rusu, 2016;Cosenz & Bivona, 2020;Randhawa et al, 2020) and novel or hard to replicate (Langvinienė & Daunoravičiūtė, 2015).…”

Section: Business Modelmentioning

confidence: 99%

A Holistic Model for Sustainable Restaurant Operations using the Business Model Canvas Approach

Mohammad

AbouElezz

2020

Journal of Association of Arab Universities for Tourism and Hos

View full text Add to dashboard Cite

Providing sustainable food services has become a common practice of many hospitality enterprises around the world. Nevertheless, previous studies focused on a specific aspect of sustainable restaurants and lacked a comprehensive investigation of their overall operations. Therefore, this study aims to apply the Business Model Canvas approach to develop an integrated business model that enable successful operations of sustainable restaurants. A qualitative approach was adopted in this study using the Delphi technique as an instrument for collecting primary data. The process of primary data collection involved three rounds. The first round included administering an open-ended questionnaire that captured the nine aspects of the business model canvas for eco-friendly restaurants. The second round aimed to revise the model that was developed based on the results of the first round, while the third round aimed to establish a consensus on the revised model. A panel of experts including 19 academic and industry experts were recruited in the empirical investigation. The results of the study provided some eco-friendly practices that were incorporated into a holistic model that captures the major operations of sustainable restaurants. Doing so contributes to the hospitality literature by addressing a knowledge gap as well as contributes to the industry through the proposed empirical model. 1.Introduction Sustainability refers to the enhancement of human life without harming the environment or undermining the capabilities of the natural system (Jang et al., 2017). Unfortunately, the foodservice industry is considered to be the least sustainable sector in the service industry, given its major contribution to greenhouse gas emissions, increased solid waste, and high consumption of water and energy (Chou et al., 2016; Jang et al., 2017; Kim & Hall, 2020). In fact, it was estimated that food production is responsible for up to 30% of the environmental impacts (Salmivaara & Lankoski, 2019). On the other side, the number of green customers or environmentally conscious people is growing worldwide due to increased health and ecological awareness that drove many people to consume organic, healthy, and climate-friendly foods (

show abstract

“…Today, organizations are being urged to innovate their business models so that they generate sustainable value on the economic, social and environmental levels. Researchers have devoted significant attention to business models and business model innovation in the last decade [1]. Despite lacking a unique conceptualization of a business model, most studies use the definition given by Teece [2] (p. 172): "design or architecture of the value creation, delivery, and capture mechanisms".…”

Section: Introductionmentioning

confidence: 99%

Towards Sustainable Innovative Business Models

2021

View full text Add to dashboard Cite

This paper addresses two research questions: (1) How do firms innovate their business models to deal with the economic, environmental and social aspects of sustainability, and their interconnections? (2) How do managers design the process toward more sustainable innovative business models? Starting from the triple-layered canvas as a theoretical framework, a pattern matching technique is used to compare that theoretical pattern to the empirical pattern observed. The study is based on qualitative methods and data from a Spanish company in the wine sector. The findings indicate that the triple-layered canvas is applicable and useful for micro firms, although the process to design sustainable innovative business models might be even more important. A new theoretical model is inferred and proposed to incorporate the perspective of the process of the business model innovations for sustainability, and to add several relevant aspects to make the process more successful. Besides this, non-family firms introducing sustainable business model innovations in their economic, ecological, and social aspects move closer to family firms’ distinctive behavior. Finally, the implications and future lines of research are summarized.

show abstract

Fostering growth patterns of SMEs through business model innovation. A tailored dynamic business modelling approach

Cited by 102 publications

References 69 publications

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

Opening the Dynamic Capability Black Box: An Approach to Business Model Innovation Management in the Digital Era

A Holistic Model for Sustainable Restaurant Operations using the Business Model Canvas Approach

Towards Sustainable Innovative Business Models

Contact Info

Product

Resources

About