Geschäftsmodell als Gral der Digitalisierung

Sauer, Roman; Dopfer, Martina; Schmeiss, Jessica; Gassmann, Oliver

doi:10.3139/9783446451148.002

Cited by 8 publications

(3 citation statements)

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“…Constant sensing is essential for identifying threats and opportunities in the context of digitalization and is thus a prerequisite of seizing and transforming. Besides, we found evidence that ENVT is an antecedent of BMI, reflecting the common understanding in literature and business practice that firms change or even radically innovate their BMs in highly dynamic environments (Sauer, Dopfer, Schmeiss, & Gassmann, 2016). Similar to ENVT, regulatory turbulence acts as an antecedent of BMI.…”

Section: Role Of Environmental Factors In the Dc-bmi Relationshipsupporting

confidence: 73%

How manufacturing firms navigate through stormy waters of digitalization: the role of dynamic capabilities, organizational factors and environmental turbulence for business model innovation

Witschel

Baumann

Voigt

2022

Journal of Management & Organization

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Although research has shown that business model innovation (BMI) is an effective means to remain competitive in the digital age, many firms do not respond appropriately and often fail to exploit new digital opportunities. In this study, we adopt a microfoundational approach to understand the role and effects of dynamic capabilities (DCs) on BMI in the context of digitalization. Furthermore, we test how this relationship is influenced by contextual factors. Our results from a survey of German manufacturing firms demonstrate the importance of building strong DCs for effective BMI in the context of digitalization. We also highlight the advantages of an entrepreneurial leadership and mindset in this context. The study further suggests that environmental turbulence in the digital context acts as an antecedent to DCs and BMI, rather than moderating their relationship. While strategic factors indirectly affect BMI as antecedents of DCs, we found no evidence of an influence of the organizational structure.

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Section: Role Of Environmental Factors In the Dc-bmi Relationshipsupporting

confidence: 73%

How manufacturing firms navigate through stormy waters of digitalization: the role of dynamic capabilities, organizational factors and environmental turbulence for business model innovation

Witschel

Baumann

Voigt

2022

Journal of Management & Organization

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“…Digital transformation is the inner engine of a highly extensive transformation, as the effects of which are technologically detectable but the overall consequences for the economy and society are not traceable. Driven by the fourth industrial revolution, it is not only customer behavior that changed but also the way people, organizations, and industries interact with each other [19]. So far, there is no universal definition of digital transformation in the literature.…”

Section: A Digital Transformationmentioning

confidence: 99%

Critical Success Factors for Digitalization Projects

Leyh¹,

Köppel²,

Neuschl³

et al. 2021

Annals of Computer Science and Information Systems

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Our paper provides insights into which critical success factors (CSFs) for digitalization projects are seen as important from the companies' perspective based on an online survey. The results presented in this paper show that CSFs of the dimensions of Corporate organization and Technology are considered to be of particular relevance, as stated by the companies, with Corporate culture, Top management support, and a Unified digital corporate strategy / vision as the three most important CSFs. Therefore, this paper contributes to the CSF research regarding digital transformation and enables the development of practiceoriented recommendations for action and assistance in shaping digital transformation.

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“…Technological enablers are paving the way for these changes (Engelhardt et al, 2017; Parker et al, 2017). Market demands for platform functionalities are causing platforms to spread faster and faster (Parker et al, 2017; Sauer, Dopfer, Schmeiss, & Gassmann, 2016). Based on technology push and market pull, a distinction can be made between market‐ and technology‐induced stimuli for digital platforms (Bullinger, 1994).…”

Section: Drivers Of Digital Platformsmentioning

confidence: 99%

Pattern‐based development of digital platforms

et al. 2020

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Digital platforms have been reshaping the structure of whole industries. Whereas previous developments mainly have taken place within the business-to-consumer (B2C) or consumer-to-consumer (C2C) market, the business-to-business (B2B) market is at the edge of the so-called platform economy. Leading companies step out of their core business and develop their own platforms. The paper at hand presents a methodology to master the challenges of developing digital platforms by using patterns, which represent proven principles of already established platforms. The methodology is based on a holistic pattern catalogue that can be used independently from the task at hand. We show in detail how we derived a catalogue with 37 platform patterns and how the catalogue can be applied to the development of digital platforms. The corresponding methodology contains three phases. Within the first phase, a specific platform idea is being developed. The second phase addresses the collaboration of an abstract platform concept. Finally, a specific digital platform concept is worked out.

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Geschäftsmodell als Gral der Digitalisierung

Cited by 8 publications

References 0 publications

How manufacturing firms navigate through stormy waters of digitalization: the role of dynamic capabilities, organizational factors and environmental turbulence for business model innovation

How manufacturing firms navigate through stormy waters of digitalization: the role of dynamic capabilities, organizational factors and environmental turbulence for business model innovation

Critical Success Factors for Digitalization Projects

Pattern‐based development of digital platforms

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