Influence Business Model Research Articles

Single- or multi-sided business models: How does time perception influence business model choice

Single- or multi-sided business models: How does time perception influence business model choice

Factors driving and hindering business model innovations for mobility sector start-ups

In cities around the globe companies are starting to provide alternative forms of transport. These include micro-mobility, bike sharing, Mobility-as-a-Service and autonomous vehicles. One of the challenges of these businesses is to design and innovate business models that are able to extract value from providing their services. This study analyses the internal and external factors that influence business model innovation within mobility sector start-ups. The factors are identified and analysed using in-depth interviews with mobility sector players. The results indicate that client/customer influence, legislation and the partners of the businesses are experienced as external influencing factors of business model innovation, whilst the firm's societal impact vision, a dedicated employee responsible for looking after business model innovation, the decision making structure and internal use of technology are experienced as internal influencing factors of business model innovation. These findings are relevant for both firms and policy makers as it allows them to understand what factors help drive innovation in the mobility sector.

Who is in Charge of Digital Transformation? The Birth and Rise of the Chief Digital Officer

With the increasing pressure for organizations to digitalize, many companies are complementing their top management teams (TMT) with new members, chief informational and digital officers (CIOs and CDOs). As members of top management teams, CIOs and CDOs are expected to fulfill essential roles in the digital transformation strategy and its implementation. By making decisions on digitalization, they also influence business model development, innovation, and business strategy. While research on digital transformation is growing steadily, we lack a coherent understanding of the extent and nature of these top management roles and their relationships and the specific tasks involved. Based on the literature on management, information systems, and related fields, this paper discusses the evolving CIO and CDO roles and their interrelationships. Our key contribution is to conceptualize the role split, the emergence of the CDO, the nature of organizational roles and relationships by drawing on concepts of organizational ambidexterity, transactive memory systems (TMS), and shared understanding. We find that despite the separation of roles and potentially overlapping responsibilities, a collaborative relationship can be beneficial due to the complementary nature of the roles particularly to drive the digital transformation. We conclude with a future research agenda.

An explorative analysis to identify airport business models

This paper develops a framework based on the strategic management and airport literature, that contextualizes the analysis and measurement of business models in the airport industry. The applicability and usefulness of this framework for interpreting the core logic through which airports create value is then assessed for the Italian airport system, using a cluster analysis on all 45 Italian commercial airports and a total of eight indicators reflecting dimensions of, and questions about, the business model framework. This paper promotes a more structured and comprehensive investigation of the strategic approach of modern airports, viewed as diversified and profit-oriented companies, and paves the way for further empirical analysis aimed at identifying characteristics influencing business model composition and the relationship between business models and airport performance.

Exploring the Factors Influencing Business Model Innovation Using Grounded Theory: The Case of a Chinese High-End Equipment Manufacturer

Business model innovation is vitally important for firms to gain competitive advantages and improve their performance. While it has attracted much attention recently, considerable work is still needed to properly understand business model innovation. This study aims to examine the factors influencing business model innovation through a case study of Shaanxi Blower, a high-end equipment manufacturer in China. Using grounded theory in terms of open coding, axial coding and selective coding, this case study found seven main factors that influenced business model innovation, namely, market pressure, government policy, entrepreneurship, culture and strategy, technology, human resources, and organizational capabilities. Market pressure, government policy and information technology are external factors, whereas, entrepreneurship and technological innovation are internal factors. Culture and strategy, human resources, and organizational capabilities are the guarantee factors. This study’s findings add to the growing literature by developing a more holistic understanding of the factors that influence business model innovation in the Chinese context, which indicates a possibility for Chinese high-end equipment manufacturers to improve their competitiveness and performance through better management of their business model innovation.

How digital transformation can influence business model, Case study for transport industry

Abstract The digital disruption is a situation which occurs in nowadays business very often. With the development of digital technologies, the classical system of doing business has been disrupted and many companies have to react to digitalization. The digital transformation brings innovations not only into the delivering of product. The companies are trying to rebuild a waterfall approach to agile by using a platform. The aim of this paper is to describe how the transport companies which start their business before digital disruption can change business model according to digitalization. It will include identifying current trends in digital transformation. The case study deals with the process of designing the new tool for recording hours spent by the employees on the different activities or projects typical for transport industry, value or supply chain of transport services and is based on the agile approach.

Does Competition Enforcement Prevent Competitive Strategies of Digital Platforms: Evidence from BRICS

Competitive strategies of platforms often involve contractual arrangements that might be considered as anticompetitive. Since recent decisions of European Commission after investigations against Google in 2017 and 2018, and Bundeskartellamt against Facebook in 2019, the standards of liability for abuses applied by competition authorities will influence business models of digital platforms. This paper summarizes theories of harm applied by BRICS competition authorities applied towards multi-sided platforms under investigations. One may expect that BRICS approach to be harsher compared to mature competition jurisdictions. However, a comparison shows that discrimination and tying with exclusionary effects have been the focus of investigations and decisions in BRICS. Remedies in the infringement decisions are intended to protect rivalry through “no restriction of multihoming” conditions. There is no evidence that BRICS authorities apply a specific economic theory of multi-sided platforms. At the same time, BRICS competition enforcement could be applied as one of the legal instruments when one platform tries to crowd out another from global markets.

Common and Differential Effects of Organizational Learning on Business Model Innovation

Organizational learning is an essential driven factor for firms to conduct business model innovation. However, the specific role of different learning strategies in affecting distinct types of business model innovation are still, unfortunately, unclear. Utilizing the analytical lens of organizational learning theory, we explore the common and differential effects of two learning strategies on novelty-centered vs. efficiency-centered business model innovation. Our empirical study of 303 firms of China revealed that both exploratory learning and exploitative learning are positively associated with novelty-centered and efficiency-centered business model innovation. Interestingly, compared with exploitative learning, exploratory learning has a stronger impact on novelty-centered business model innovation, however, has a weaker impact on efficiency-centered business model innovation. These findings contribute to our understanding of the role of organizational learning in influence business model innovation that is distinct with other innovation types, and inform managers to optimize their learning strategies to drive business model innovation.

The interaction between network ties and business modeling: Case studies of sustainability-oriented innovations

A stream of literature is emerging where network development and business modeling intersect. Various authors emphasize that networks influence business models. This paper extends this stream of literature by studying two cases in which we analyze how business modeling and networking interact over time. We propose the concept ‘value shaping’ to describe this interaction. Value shaping refers to the mutually constitutive process in which on the one hand networking helps to refine and improve the overall business model and on the other hand an improved business model spurs expansion of the network. We identify five micro-level processes through which value shaping occurs. Value shaping is particularly relevant for sustainability-oriented innovations, to help clarify all the types of financial, social and environmental value to which a business model may contribute.

Critical Factors Influencing Business Model Innovation for Sustainable Buildings

Despite significant policy drives, the wide adoption of sustainable building (SB) is hindered by factors such as high upfront cost and long payback period. Business model (BM) innovation is therefore highly demanded to help SB professionals to cope with the challenges and convert the value of SB into profit. Nevertheless, few studies examined BM innovation in the building sector and factors influencing BM innovation for SB are unclear. This paper aims to identify the critical factors that propel companies to innovate BM for SB. First, a literature review and expert interviews were conducted to identify and filter the drivers for BM innovation within the SB context. Second, a questionnaire survey was conducted to collect data on the significance of the selected influencing factors from 132 SB professionals. Finally, a model based on fuzzy set theory was used to ascertain the critical factors influencing BM innovation for SB. Twenty-four critical influencing factors in six categories from the external environment and internal organization were finalized, namely, market and economic, policy and legislation, technology and industry structure, social-culture, entrepreneurship, and organizational learning. The findings illuminate the motivations when developing BM for sustainability and provide strategies on BM innovation for practitioners and policy makers.

The Effect of Institutional Logics on Business Model Development in the Sharing Economy: The Case of German Carsharing Services

The forces influencing business model development are widely discussed in the literature, but so far, the effects of macro-level forces such as institutional logics have received little attention. ...

Secure Persuasive Business Models and Business Model Innovation in a World of 5G

How will a promising world of 5G influence business model innovation and what are the strings attached? The development and innovation of business models in a world of 5G is an under-researched field. In the ‘slip stream’ of new technologies, which are about to be developed, it becomes more and more important to understand how business models embedded with persuasive technologies—persuasive business models—are going to be innovated and operated. The development of persuasive technologies will lead to the exponential increase of persuasive business models in the global market. This paper will focus on how to overcome security concerns linked to persuasive business models. On behalf of the inputs from SW2010–SW2016 (Strategic Workshops held by the Centre for Tele-infrastructure, Aalborg University), lab experiments in the MBIT (Multi Business Model Innovation and Technology Research Group, Aarhus University) and Stanford Peace Innovation Lab Denmark, together with state of the art persuasive business model and technology research, we give a conceptual outlook on what to expect from persuasive business models and persuasive business model innovation in a future world of 5G.

How External Factors Influence Business Model Innovation: A Study of the Bosch Group and the Chinese Automotive Aftermarket

Adapting existing business models for use in developing economies poses particular challenges for established firms. Yet, few studies have separated stable internal factors from the novel external factors that drive change in the existing business model. The Bosch Group's investment in the Chinese automobile aftermarket highlights the impact of four principal external factors—industry, technology, institutions, and market—on business model innovation. A proposed framework comprising these factors offers managers who are charged with expanding into a developing economy guidance in modifying an existing business model to suit local conditions. By so doing, they will be better equipped to ensure the attainment of organizational objectives in their new setting. © 2016 Wiley Periodicals, Inc.

How Alliances and Experimentation Influence Business Model Changes in New Ventures

This study examines the drivers of new ventures’ business model change. We investigate how a firm’s previous business model experimentation and the new alliances that the firm establishes can influ...

An explorative model of business model scalability

There is broad consensus that a scalable business model plays a key role in new venture success. However, the factors that influence business model scalability have received little attention thus far. This paper aims to shed more light on this topic by introducing an explorative model of business model scalability. The proposed model is based on an analysis of (a) a wide body of literature, in particular including a broad range of studies from entrepreneurship, strategy and business model research and (b) data from qualitative research based on in-depth expert interviews with experienced entrepreneurs and investors. The model provides a basis for understanding the role of a scalable business model in new venture growth and identifies mechanisms for successful web-based business model innovations. This study serves as a starting point for further research on business model scalability and provides guidance for executives in assessing the potential of new business models.

Guest Editors' Introduction: Software as a Business

Software plays an increasingly important role in most aspects of business. Many new business models for software-intensive enterprises have arisen in the last decade, ranging from selling software as a service to off shoring and crowd sourcing. Governments and standards bodies have also intervened to influence business models for stimulating growth in the industry. The software business has also had ancillary effects including the creation of new sectors such as innovation management. The management of intellectual property rights has become a more critical issue as software is embedded in more and more products. The debate about whether the software business is fundamentally different from others will continue, even as the software business continues to transform itself.

Business model innovation and sources of value creation in low‐income markets

AbstractWe explore different business ventures in low‐income markets in order to understand the factors influencing business model innovation in this context. Grounded in the rich data obtained from multiple case study analyses and in the received theory in strategy in low‐income markets and business models, we identified a set of contingency factors that permitted us to distinguish between isolated and interactive business models.Isolated business modelswiden its entrance into new markets by leveraging firm's current resources and capabilities for taking advantage of existing opportunities.Interactive business modelsrequire a firm to combine, integrate and leverage both internal resources with ecosystem's capabilities to create new business opportunities. Finally, we discuss the main implications on value creation from these business models.