Measuring business model innovation: conceptualization, scale development, and proof of performance

Abstract

Business model innovation is a topic that has received much attention from academia as well as from business practice. After extensive research on the definition and conceptualization of the concept and publication of many case-based results, recently scholars have been calling for more generalizable results, large-scale investigations and greater empirical sophistication. Despite the great importance of measuring business model innovation for various purposes, a validated measurement scale is still not available. I fill this gap by systematically developing a new scale for business model innovation. I follow a rigorous scale development approach to ensure validity and reliability. Specifically, I collected two large-scale samples of 126 and 232 firms to specify and assess the scale. As a result, I provide a hierarchical three-level scale for measuring business model innovation. At the first level, 41 reflective items are provided to measure ten subconstructs of business model innovation. These can be used as formative measures of three dimensions of business model innovation at the second level, namely value creation innovation, value proposition innovation and value capture innovation. At the third level, these three dimensions form the metaconstruct of business model innovation.

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co‐creation behavior and customer satisfaction in the service sector

“…Therefore, we operationalized each subconstruct via a single formative indicator instead of a detailed multi‐item scale. Furthermore, we excluded three out of ten subconstructs from the initial scale of Clauss () as they could not be reliably assessed by outsiders: New customer relationships were excluded as these highly interfere with other constructs in our model. We did not ask for attempts to address new markets, as assessing this aspect of business model innovation is not possible if the customer knows only one restaurant and has no insights into the overall strategy of the restaurant management.…”

The impact of digitalization on business models

“…Huang et al (2012) use a random list of components as indicators. Clauss's (2017) valuable paper focuses on developing a validated scale for BMI.…”

Does model consistency in business model innovation matter? A contingency‐based approach

“…These reflect the core notion of value proposition and delivery, value creation, and value capture (Cavalcante, 2014;Clauss, 2017;Spieth & Schneider, 2016;Teece, 2010;Velamuri, Bansemir, Neyer, & Möslein, 2013;Voelpel, Leibold, Tekie, & Von Krogh, 2005;Yunus, Moingeon, & Lehmann-Ortega, 2010). These reflect the core notion of value proposition and delivery, value creation, and value capture (Cavalcante, 2014;Clauss, 2017;Spieth & Schneider, 2016;Teece, 2010;Velamuri, Bansemir, Neyer, & Möslein, 2013;Voelpel, Leibold, Tekie, & Von Krogh, 2005;Yunus, Moingeon, & Lehmann-Ortega, 2010).…”

“…First, it has been argued that only innovations building new or extending markets by addressing new or existing customers with new value propositions can be seen as BMIs (Bucherer, Eisert, & Gassmann, 2012;Markides, 2006). Following the conceptualization of the BM, BMI can thus be described by changes in the underlying components, so that value proposition innovation, value creation innovation, or value capture innovation can be distinguished (Clauss, 2017). Following the conceptualization of the BM, BMI can thus be described by changes in the underlying components, so that value proposition innovation, value creation innovation, or value capture innovation can be distinguished (Clauss, 2017).…”