Business Model Innovation Approach Research Articles

6G Technologies – How Can It Help Future Green Business Model Innovation

In the last few years businesses have been motivated and pushed by governments and global society on innovating and developing Green Business Models. However, Reconfiguring, designing and developing green business models to become efficient and valuing Green Business Models have shown to be much more complex than expected. It includes balancing monetary and non monetary value formulas of business models in symbiosis. Not just for the single business – but for businesses in their entire value network. This includes security challenges related to securing that green business models really are green – and not based on greenwashing. As green business models demand in long term perspective a very open business model innovation approach, it calls for stronger and new security technologies. Protection of IPR’s of Business Models and businesses competences, so they are not one to one copied with out giving value back to “the Business Model designer” and the rightful original owner of the business models is a major security challenge related to green business models. Green Business Models and Green business Model Innovation calls therefore for new and more advanced security approach, technologies and understanding. Previous business model innovation security practice and systems cannot fully offer these solutions – but 6G of wide-area wireless security technologies – as an umbrella – gives hope and can potentially play major role with new security technologies supported by AI, AR and blockchain technologies. This evolvement is highly and urgent needed to support the success of our society’s green transformation. The paper document through Nordic green business model cases some of the above mention security challenges that green business models and green business model innovation stand in front of and need to innovate solutions for. The paper discuss and propose how 6G and related technologies could help.

Business Model Blueprints for the Shared Mobility Hub Network

Shared (electric) mobility is still facing challenges in terms of reaching its potential as a sustainable mobility solution. Low physical and digital integration with public transport, a lack of charging infrastructure, the regulatory barriers, and the public nuisance are hindering the uptake and organization of shared mobility services. This study examines the case of the shared mobility hub, a location where shared mobility is concentrated, as a solution to overcome these challenges. To find ideas informing how a network of shared mobility hubs can contribute to sustainable urban mobility and to overcome the aforementioned challenges, a business model innovation approach was adopted. Focus groups, consisting of public and private stakeholders, collaboratively designed five business model (BM) blueprints, reaching a consensus about the value creation, delivery, and capture mechanisms of the network. The blueprints, defined as first-/last-mile, clustered, point-of-interest (POI), hybrid, and closed mobility hub networks, provide alternative solutions to integrate sustainable transportation modes into a coherent network, enabling multi- and intermodal travel behaviour, and supporting interoperability, sustainable land use, and ensured access to shared (electric) travel modes. However, which kind of network the local key stakeholders need to commit to depends on the local policy goals and regulatory context.

Business Model Innovation Approach for Commercializing Smart Grid Systems

The depletion of fossil fuels, increased environmental concerns, rising cost and the demand for clean energy are causing the transformation of energy generation and distribution system, to shift towards the consumption side. Electricity generation sources and distribution systems are drifting from non-renewable to renewable, centralized to decentralized and localized, and traditional grid systems to smart grid systems. New technologies nurture the concept of transformation of energy firms, all the way from energy production to electricity consumption. Smart grid systems are one of the disruptive and emerging technologies that might influence the entire electricity system. This disruptive technology demands a new business model which can be used to commercialize the new power distribution system and thus create value for all stakeholders, from production to consumption. The Smart grid has the potential to revolutionize the electricity industry if it is commercialized successfully. It allows information and communication technology firms to contribute with their modern technology to empower their consumers to regulate the usage of electricity. To investigate the reasons for shifting from the old to the new energy system, the impact of this disruptive technology on energy providing firms, the demand for the new business model and the approach of the new business model in terms of creating and capturing values published peer-reviewed articles, and international energy agency reports have been reviewed. This paper encourages energy providing firms to redesign business models for commercializing new energy distribution system and to offer new services to the energy consumers for their future survival in the new trends of the energy market. These services include integrating with renewable energy sources, electric vehicle services, and demand response services to create more value for the consumers and in return gains more profit for each actor. The services provided through integration of renewable energy with smart grid and the electric vehicle will empower consumers involvement in the electricity system which will give them more control over electricity. CO2 production will be reduced, helping to create a clean environment and will enable operators to improve grid security and network stability. Finally, demand response services will provide multiple electricity package options to the consumers in which they can select an appropriate package according to their need which will give them more control over their electricity bill. System operators can optimize their grid operations to provide better power quality, and service providers can increase their income by offering additional services.

Advanced Business Model Innovation

The development and innovation of Business models to a Future teleinfrastructure for multi-sensory devices—is a complex venture related to adaptability in especially for the business research and praxis community. As numerous types of sensor and wireless technologies are these days being embedded both external and internal human beings, things and business models the business community are still lacking behind and challenge because they still not have agree to standards of Business Model language and are dealing with Business Model Innovation as if it was simple product- or service innovation. Research shows that Business Model Innovation are different and when it becomes embedded with persuasive technologies it requires advanced business model innovation approach and mindset. A conceptual outlook to advanced Business model innovation embedded with persuasive technologies is the aim of this paper. The paper discuss on behalf of inputs from Strategic Workshop 2016, IEE workshop at NJIT 2016, lab experiments in the MBIT Lab–our findings and understanding of advanced business model innovation of tomorrow.

Exploring the Systematic Business Model Innovation

An electronic-based business model (BM) is the new paradigm in business model innovation (BMI). In order to adapt to an ever-changing and extremely volatile Internet environment, an enterprise needs a systematic approach and tools to improve its existing business model or create a new one. This study analyzes the issues and system requirements for collaborative business model innovation relating to (1) BM design, (2) BM innovative system design, and (3) moral and intellectual property. Focusing on level (1) BM design, this study develops a systematic business model innovation approach based on the business model canvas (BMC) with nine building blocks and integrates the innovation radar (IR) with twelve key dimensions. Based on level (2), the study proposes a suitable collaborative BMI environment to enable the planning of a BM innovative design support system through virtual innovation teams (VITs), and to understand the system's functional requirements. Using the designed environment, this study develops the architecture of a BM knowledge support service environment based on cloud technology. To verify the proposed method, a bookstore is used as a case study. This study engages in innovative research in order to design a conceptual and systematic BMI approach.

Transition Thinking and Business Model Innovation–Towards a Transformative Business Model and New Role for the Reuse Centers of Limburg, Belgium

The current dynamics of change, including climate change, resource depletion, energy transition, internet of things, etc. will have substantial impacts on the functioning of contemporary business models. Most firms and companies, however, still largely focus on efficiency strategies leading to sub-optimal solutions (reducing bad impact), rather than radically changing their business model to develop new transaction models more appropriate for today’s world (doing better things). However, persistent sustainability issues arising from our changing societal systems, require more radical and structural changes both within and between organizations to change the way we do business. There is limited empirically established research literature on how businesses can be more proactive in this regard and how they can move beyond “management of unsustainability”. In this paper, we present a transformative business model innovation approach inspired by transition theory combining elements of systems thinking, value-inspired envisioning, reflexive design and co-creation that was pioneered for a consortia of reuse centers in the province of Limburg, Belgium. We demonstrate that this approach contributed to the development of new business model concepts, was conducive for mobilizing support and resources to ensure follow up activity and holds potential to promote a more proactive role for businesses as agents of transformative change.

An Integrated Business Model Innovation Approach

This chapter will foster the understanding of business model innovation with a focus on the Information and Communication Technology (ICT) industry and e-entrepreneurship. A general overview of business models and their elements as well as an introduction to innovation alternatives will provide the necessary background for business model innovation. On the basis of Schumpeterian innovation, this chapter will pioneer in describing business model innovation as addendum to Abernathy’s and Utterback’s dynamic model of process and product innovation. Thereby an integrated business model innovation approach will be initiated overcoming the drawbacks of unilateral innovation. The integrated business model innovation approach proposes a framework for long-term differentiation and competitive advantages. Different examples, in particular ICTventures, will clarify the effect of integrated business model innovation.