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

Abstract

Today's key challenge for firm growth relies in the integration of digital technologies and their use in new business models. Thus, firms increasingly engage in a digital transformation and in digitalizing their business model. Firms can apply digital technologies for improved or novel internal and external processes and integrate them in new business models. The digital transformation itself demands diverse knowledge from diverse origins in the firm. We examine the key concepts related to business model digitalization. We develop a conceptual matrix for portfolio considerations of firm business model digitalization. We introduce the seven contributions in this special issue on knowledge and innovation related to business and offer some recommendations for future research on the new working conditions and digital identities of firms.

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

“…Business model innovation can be understood in different ways (Bouncken et al 2019;Saebi 2017, 2018;Spieth et al 2014). Based one of the most utilized definitions of a business model "…the design or architecture of the value creation, delivery, and capture mechanisms" (Teece 2010:172) employed in the research literature, we here adhere to the definition of business model innovation proposed by Foss and Saebi (2017:201): "designed, novel, and non-trivial changes to key elements of a firm's business model and/or the architecture linking these elements".…”

“…The lack of dynamic capabilities might hinder cloud sourcing firms from utilizing the full potential of cloud computing and other related new technologies, e.g., internet of things, artificial intelligence, as well as the opportunities to transform the firm's business model and strengthen competitive advantage (cf. Bouncken et al 2019;Teece 2007Teece , 2018. However, if the cloud sourcing firm can sense and seize the opportunities related to cloud computing, it might be able to realign its structures, cultures and business models to gain competitive advantage (cf.…”

“…However, if the cloud sourcing firm can sense and seize the opportunities related to cloud computing, it might be able to realign its structures, cultures and business models to gain competitive advantage (cf. Bouncken et al 2019;Teece 2007Teece , 2018.…”

Performance Analysis and Science Mapping of Institutional Entrepreneurship Research

“…However, individuals can use organizations to force change. Major market disruptions such as digitization of many industries (Anderson and Agarwal 2011;Bouncken et al 2019;Eller et al 2020;Hagberg et al 2016;Höhne and Tiberius 2020;Kraus et al 2019;Tiberius and Hirth 2019) or the electrification of cars (Kley et al 2011) are often ascribed to individuals who are the CEOs of leading firms.…”

Radical innovation in family firms: a systematic analysis and research agenda

“…This type of innovation is substantially different or new technology that represents a clear, risky departure from existing practice, can be disruptive or discontinuous (Bouncken et al, 2018;Garcia and Calantone, 2002), offering potentially higher customer benefits over previous products and services in the industry Tellis, 1998, 2000;Gatignon et al, 2002;Govindarajan et al, 2011;Kyriakopoulos et al, 2016;O'Connor, 1998). Incremental innovation, however, consisting mainly of improvements and line extensions through fitting, recombining, reusing and adopting the existing knowledge (Bouncken et al, 2019;Colombo et al, 2017).…”