Business model innovation processes of average market players: a qualitative-empirical analysis

2016 ◽  
Vol 47 (3) ◽  
pp. 420-430 ◽  
Author(s):  
Sven M. Laudien ◽  
Birgit Daxböck
Keyword(s):  
Empirical Analysis ◽  
Business Model ◽  
Business Model Innovation ◽  
Innovation Processes

scholarly journals Business Model as an Inducer of Disruptive Innovations: The Case of Gol Airlines

2015 ◽  
Vol 3 (2) ◽  
pp. 28-42 ◽  
Author(s):  
Sirlei de Almeida Pereira ◽  
Fabricio Garcia Imbrizi ◽  
Alessandra Demite Goncalves De Freitas ◽  
Marcelo Aparecido Alvarenga
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Disruptive Innovation ◽  
Business Model Innovation ◽  
Disruptive Innovations ◽  
Innovation Processes

This study was undertaken to investigate the premises that the success of disruptive innovation is related to the business model adopted by organizations. An analysis of five business models from the literature review - Bovet and Martha (2000), Applegate (2001), Chesbrough and Rosenbloom (2002), Osterwalder and Pigneur (2010), and Rodrigues, Maccari and Lenzi (2012) – was conducted based on the case of the Brazilian Gol Airlines who is recognized as a success business that promoted a disruptive innovation. The results suggest that the assertive choice of the business model can leverage innovation processes, and two of the models listed are adherence to the case studied. Keywords: Disruptive Innovation; Business Model; Innovation Elements; Strategy; Gol Airlines.

scholarly journals Business model innovation processes in large corporations: insights from BASF

2017 ◽  
Vol 38 (2) ◽  
pp. 62-75 ◽  
Author(s):  
Stephan Winterhalter ◽  
Tobias Weiblen ◽  
Christoph H. Wecht ◽  
Oliver Gassmann
Keyword(s):  
Multinational Corporations ◽  
Business Model ◽  
Business Model Innovation ◽  
Content Type ◽  
Chemical Company ◽  
General Managers ◽  
Determining Factors ◽  
Different Types ◽  
Large Corporations ◽  
Innovation Processes

Purpose Despite the fact that business model innovation (BMI) has attracted intense attention from scholars and practitioners alike, practicable knowledge on the organizational implementation of BMI efforts in large multinational corporations is rather rare. This paper aims to investigate how BMI is managed in the complex environment of the chemical industry based on a study at BASF SE, a leading global chemical company. Design/methodology/approach The empirical data draw from six case studies (i.e. six BMI projects) within BASF which were observed in the 2010-2014 timeframe. Findings There is not one uniform BMI process archetype. Three different types can be identified, whereby the degree of technology involvement and the maturity of this technology act as determining factors for the form of the process and its organizational implementation. Originality/value This paper profits from its unique empirical setting, which allows identifying practices for the organizational implementation of systematic BMI processes in large corporations. The guidelines derived are highly relevant for general managers and business development departments.

scholarly journals Learning while (re)configuring: Business model innovation processes in established firms

2016 ◽  
Vol 14 (3) ◽  
pp. 181-219 ◽  
Author(s):  
Hans Berends ◽  
Armand Smits ◽  
Isabelle Reymen ◽  
Ksenia Podoynitsyna
Keyword(s):  
Business Model ◽  
Business Model Innovation ◽  
Established Firms ◽  
Innovation Processes

Business model innovation processes: Looking forward and looking backward

2016 ◽  
Vol 2016 (1) ◽  
pp. 18279
Author(s):  
Joakim Björkdahl ◽  
Magnus Holmén ◽  
Sara Fallahi
Keyword(s):  
Business Model ◽  
Business Model Innovation ◽  
Innovation Processes

VALUES-BASED NETWORK AND BUSINESS MODEL INNOVATION

2017 ◽  
Vol 21 (03) ◽  
pp. 1750028 ◽  
Author(s):  
HENNING BREUER ◽  
FLORIAN LÜDEKE-FREUND
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Theory And Practice ◽  
Regional Energy ◽  
Energy Networks ◽  
Societal Problems ◽  
Innovation Processes

Innovation management falls short in solving urgent societal problems, if it neglects the power of networks and the values of their constituent actors. Even though network and business model innovation have been acknowledged as innovation categories in their own right, their problem-solving potential remains unexplored. In this article, we argue that purposeful innovation requires considering the shared values of those engaging in innovation processes, where values are understood as subjective notions of the desirable. Values-based innovation can motivate the development of new networks and business models that address complex societal problems, such as the unsustainability of current forms of energy supply. We present a theoretical framework and facilitation methods for values-based network and business model innovation. Both have been applied in an exemplary workshop on regional energy networks in Germany. Reflecting upon the lessons learned from theory and practice, we conclude that crucial starting points for systemic sustainability innovations can be found in values-based networks and business models.

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