Despite the robust literature on the nature of business models and their implications for firm performance, research on the organizational antecedents of business model innovations (BMIs) is still ...evolving. In this paper, we empirically examine the extent to which firm-level strategic agility predicts the adoption of three (value creation, value capture, and value proposition) types of BMIs. Furthermore, we propose that the relationship between firm-level strategic agility and BMI adoption is contingent on the degree of environmental turbulence. Finally, we explore the mediating role that BMI plays in the relationship between firm-level strategic agility and firm performance. Our analysis of data from 432 German firms in the electronics industry indicates that strategic agility is positively related to BMI and that this relationship is indeed strengthened by the degree of environmental turbulence. Additionally, our findings show that, while value proposition and value creation BMIs have positive relationships with firm performance, value capture innovation is negatively related to firm performance; these findings are contrary to our prediction. Finally, the results of our mediation tests indicate that BMI serves as an important intermediary mechanism through which firms' strategic agility contributes to superior firm performance.
In today’s business environment with fast growing communication and information technologies, knowledge management (KM) capabilities are a valuable source for innovation. However, little is known ...about the particular KM capabilities that lead to business model innovation (BMI) and whether their effect is dependent upon the firm’s orientation towards risk-taking. We examine the impact internal and external KM capabilities have on BMI and how these effects are moderated by its risk-taking tolerance. We empirically analyze a sample of 197 small and medium-sized enterprises (SMEs) applying structural equation modeling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA). The results from the SEM indicate that particularly external KM capabilities stimulate BMI. This relationship is strengthened for firms with a high risk-taking tolerance. Internal knowledge is only effective for firms with a low risk-taking tolerance. The fsQCA results substantiate these findings and refine the SEM by providing particular antecedent conditions for high levels of BMI.
Hybrid organizational forms that combine commercial and welfare institutional logics play an increasingly important role in addressing the grand societal challenges we face today. Building on the ...literatures on hybrid organizations and social business models, we explore the characteristics of social businesses from a business model perspective. This study seeks to better understand the particularities and value drivers of hybrid social purpose in contrast to purely commercial business models. We follow a grounded theory approach and our findings are based on interview data from 17 social business firms. Building on social businesses' identified particularities, we propose four value drivers of social business models: 1) responsible efficiency, 2) impact complementarities, 3) shared values, and 4) integration novelties. We link our findings to the literature, contributing new insights into social businesses models and implications for practitioners.
Buyer-supplier alliances require certain governance mechanisms to be successfully controlled and coordinated. However, relatively little is known about how power differentials between the actors ...affect the applicability of those governance mechanisms. This paper follows the assumption that different sources of social power among firms directly influence the governance mechanisms and indirectly their performance. Our study utilizes a sample of 250 European firms to test the influence of four social power sources on three different governance mechanisms. We find different influences of social power on certain governance mechanisms. Suppliers' perception of buyers' coercive power leads to stronger contractual governance and stronger buyer directives but reduces the use of relational norms. Reward power only relates to contractual governance. Expert power steers towards buyer directives and relational norms. Referent power stimulates the development of relational norms. A cluster analysis of power types provides additional insights and enriches our managerial implications.
•We investigate social power as antecedence of three different governance mechanisms in buyer-supplier alliances•Buyers’ coercive power leads to greater contractual complexity and buyer directives but reduces the use of relational norms•Buyers’ reward power goes along only with contractual complexity•Buyers’ expert power facilitates buyer directives and relational norms.•Buyers’ referent power improves the establishment of relational norms.
The Covid‐19 crisis has hit SMEs particularly hard. Numerous business models (BM) have been limited or rendered downright impossible due to decreased social contact. SMEs can respond to this ...exogenous crisis via temporary business model innovation (BMI). This empirical study investigates these temporary BMs using a multiple case study approach based on five SMEs in Austria, Germany, and Liechtenstein who within a short period of time applied their core competencies and networks to integrate new BMs, which were in some cases very different from existing ones. These had a positive effect on strategic flexibility, and if desired can also be incorporated into the firm long‐term. The paper contributes to SME crisis management during the Covid‐19 pandemic by pointing out and developing a successful management mechanism that allows to survive a crisis or even improve during this time. Moreover, we contribute to BMI literature by explaining temporary BMI as a new form of BMI. It also makes clear to managers that temporary BMs add value to firms and create new revenue streams.
This study researches how firms can improve their product innovation in coopetition alliances through alliance governance. Our survey-based study of 372 vertical alliances in the medical device ...industry contributes to a clarification of prior studies' contrasting findings on product innovation when coopetition is present in alliances. Our results show that the singular use of relational governance improves product innovativeness in vertical alliances that experience growing levels of coopetition. In contrast, the singular use of transactional governance reduces product innovativeness with growing coopetition. When firms apply both relational and transactional governance as plural governance, vertical coopetition alliances get access to new ways to improve their product innovativeness.
The literature argues that a real digital transformation of firms requires holistic changes of the business model. Despite knowledge about this ambitious goal, understanding of how digital business ...model transformation can be achieved is still very limited. In this article, we explore how firms achieve digital business model transformation. We apply a case study design to investigate how incumbents have changed their respective business model dimensions during digital transformation. Our findings center on interview data and complementary archival records from 15 cases. We present a framework for digital business model transformation along the dimensions of value proposition, value creation, and value capture. Our results emphasize the importance of a preparatory phase in which the strategic course is set. Furthermore, our findings demonstrate that transforming a company's business model is most effective when a single person, namely the Chief Digital Officer, is responsible. Our findings contribute to the business model literature, by providing a more holistic view on how business model innovation can be utilized during digital transformation.
Business Models for Sustainability Schneider, Sabrina; Clauß, Thomas
Organization & environment,
09/2020, Letnik:
33, Številka:
3
Journal Article
Recenzirano
Business models for sustainability (BMFS) explicitly consider, jointly, economic with social and/or ecological value contributions. Thus, managing BMFS requires that one should combine multiple ...institutional logics, consider different stakeholders, and integrate distinct value dimensions. While research into BMFS has proposed frameworks and tools to capture this complexity, the mechanisms that underlie the interaction of the economic with social and/or ecological value creation cycles in BMFS remain unknown. We use a longitudinal, multiple-case study approach to identify a framework of fundamental choices and consequences that lead to economic and social/ecological value creation. Our findings highlight the interdependence of a set of three fundamental choices (an ambition to cater for multiple purposes, behavioral consistency, and collaboration) that lead to a virtuous circle of reinforcing consequences and cascaded value creation. Furthermore, we show how acceptance of limitations and restrictions functions as a powerful coping mechanism to deal with paradox tensions.
How entrepreneurial orientation facilitates the identification of new opportunities in newly established ventures in emerging economies remains largely unexplored. Approaching entrepreneurial ...orientation as a second order latent construct, we examined the mediating role of opportunity recognition on new venture performance. Using a survey data from 316 SMEs, the results of the analysis in SmartPLS highlights that entrepreneurial orientation indirectly contributes to the performance of new ventures, where the relationship is partially mediated by opportunity recognition. The findings show that firms with high entrepreneurial orientation can identify and exploit new opportunities as well as enjoy superior performance.
Relationships between universities and industry are a source of entrepreneurial activity and innovation. Considering the complexity of university-industry (U–I) collaboration though, the underlying ...activities require formalisation mechanisms to help overcome ambiguity, mismatched objectives, demands and expectations to ensure joint innovation outcomes. Fairness perceptions have also been found to determine the success of inter-organisational relationships. However, to date fairness has not been explored in stakeholder contexts, such as those prevalent during U–I collaboration. This research extends knowledge on U–I collaboration processes by exploring if formalisation mechanisms increase fairness perceptions and joint innovation outcomes. We adopt a survey methodology to explore the experiences of German professors engaging in U–I collaboration. Our findings identify that formalising U–I collaborations, through mechanisms such as clear procedural guidelines and contracts which agree responsibilities and outcome expectations, leads to enhanced perceptions of fairness and trust. Furthermore, both procedural and distributive fairness were found to increase the positive effect of formalisation on joint innovation outcomes. These findings advance U–I collaboration and strategic alliances literature through identifying the importance of perceived fairness, which is often deemed to be as important as material outcomes and will impact upon join innovation outcomes being achieved. Furthermore, this research proves the positive relationship formalisation has on innovation outcomes.
•Merging Inter-organisational research and U–I Collaboration.•Formalisation boosts U–I collaboration joint innovation outcomes.•Fairness and formalisation help to avoid opportunism and align asymmetric goals towards innovation.•Joint innovation outcomes at the collaboration level boosts individual outcomes for universities and for industries.•University–industry collaborations seem more akin to traditional commercial collaborations than previously though.
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