The Effects of Culture and Structure on Strategic Flexibility during Business Model Innovation

Bock, Adam J.; Opsahl, Tore; George, Gerard; Gann, David

doi:10.1111/j.1467-6486.2011.01030.x

Cited by 390 publications

(306 citation statements)

References 90 publications

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“…See Table 1 for an overview of benefits of BMI clustered into three categories. Sorescu et al (2011) • Strategic flexibility Bock et al (2012) and Pohle and Chapman (2006) • Focus/specialisation Pohle and Chapman (2006) • Risk reduction Serrat (2012) • Outperform competition Hamel and Skarzynski (2001) Customer attraction • Enter/create new markets Sako (2012) and Kim and Mauborgne (2004) • Expand product or service portfolio Hamel and Skarzynski (2001) and Mitchell and Coles (2004b) • Attract new customer segments Anderson and Kupp (2008), Bock et al (2012), Casadesus-Masanell and Ricart (2010), Gambardella and McGahan (2010) …”

Section: Potential Benefits Of Bmimentioning

confidence: 99%

The introduction of a competing business model: the case of eBay

Comberg

Velamuri

2017

IJTM

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In today's highly competitive business environment, the reasons for companies to engage in business model innovation (BMI) are manifold. The pressure on firms to innovate their business models results in either an adaptation of the incumbent business model, or the introduction of a new competing business model. Based on extant theory, we found that the reasons for a firm to engage in BMI can be clustered into three categories: 1) increased profitability; 2) improved strategic positioning; 3) customer attraction. By conducting an exploratory single case study approach, we confirmed these categories by identifying the distinct reasons for eBay to introduce a competing business model. We then highlight the impacts on the focal firm as a result of the new business model. We find that the introduction of a competing business model can create novel sources of value for the company and its customers. In total, the study emphasises that when firms launch competing business models, intended and unintended consequences can be both positive and negative.

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Section: Potential Benefits Of Bmimentioning

confidence: 99%

The introduction of a competing business model: the case of eBay

Comberg

Velamuri

2017

IJTM

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“…A further round of conceptual (Baden-Fuller & Haefliger, 2013;Cavalcante, Kesting, & Ulhøi, 2011;DaSilva & Trkman, 2014;Morris, 2013), deductive (Bock & George, 2011;Bock, Opsahl, George, & Gann, 2012;Visnjic Kastalli & Van Looy, 2013;Wei, Yang, Sun, & Gu, 2014) and inductive research (Aspara, Lamberg, Laukia, & Tikkanen, 2011;Cavalcante, 2014;Hacklin & Wallnöfer, 2012;Taran, Boer, & Lindgren, 2015;Velu & Stiles, 2013) followed. Literature reviews (Lambert & Davidson, 2013;Zott et al, 2011) that frame the state of the art in business model research and identify related research agendas (Arend, 2013;Baden-Fuller & Mangematin, 2013;Eckhardt, 2013;Zott & Amit, 2013) have emerged to provide an account of existing research and to guide future research.…”

Section: In Order To Act In a Scientificmentioning

confidence: 99%

Business Model Research: From Concepts to Theories

Lambert¹,

Montemari²

2017

IJBM

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The purpose of this paper is threefold. Firstly, it provides business model researchers with a structured analysis of the research that is required to enable business model theories to be developed. A schema for analyzing existing research and for discerning the research required to move towards business model theory building is proposed. The importance of conceptual research along with deductive and inductive empirical research is emphasized. Secondly, the extant business model literature is analyzed according to the research schema to highlight current gaps in the research and the progress being made towards theorization. Thirdly, opportunities for future research are identified and thematically categorized to encourage progressive cycles of conceptual-deductive-inductive research and ultimately, theorizing. The need for business model theory building, both in relation to the business model concept per se and concerning the relationships between business models and other phenomena, is the basis of this article.

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“…Additionally, the possibilities and capacity to perform the business model innovation may differ for different types of companies. Organizational culture and structure would influence the process and outcomes of innovations targeting companies; business model (Bock et al, 2012). In this regard, small and medium companies may lack the necessary resources already in place to perform the innovation but, on the contrary, may be more agile to reach rather than large companies.…”

Section: Introductionmentioning

confidence: 99%

Business Model Innovation in State-Owned and Private-Owned Enterprises in China

Yan

Holgado

Evans

2016

IFIP Advances in Information and Communication Technology

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Abstract. The aim of the paper is to identify the complexity of policy execution, investment and financial support between state-owned and private-owned enterprises in China. Based on the literature review of business model innovation, and current situation of private-owned and state-owned enterprises in China, there is a lack of evidence and case analysis in the power of policy execution and the version of future development between two kinds of industries. The authors conducted qualitative research in four typical industries. Two of them are private-owned and the others are state-owned. The research aims to make a specific comparison between two kinds of industries in China.

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The Effects of Culture and Structure on Strategic Flexibility during Business Model Innovation

Cited by 390 publications

References 90 publications

The introduction of a competing business model: the case of eBay

The introduction of a competing business model: the case of eBay

Business Model Research: From Concepts to Theories

Business Model Innovation in State-Owned and Private-Owned Enterprises in China

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