Open Business Model Innovation Research Articles

Mitigating the Bullwhip Effect by an Open Business Model Innovation

Mitigating the Bullwhip Effect by an Open Business Model Innovation

How two leading partners learn to tango: The case of IoT-based business model co-innovation between a retailer and an electronics supplier

Due to eroding business models, companies are seeking new growth opportunities. Business model innovation (BMI) can enable sustainable competitive advantage and future growth. Yet many companies are struggling to innovate their business models. Recent research reveals that collaboration concerning stakeholder integration and open business model innovation can foster BMI, but research has addressed both topics in isolation. By combining these topics, we establish business model co-innovation (BMCI) as a new perspective. Based on a longitudinal case study of an incumbent retailer and an incumbent electronics supplier, we investigate how both parties contribute to innovating the supplier’s business model. We document a BMCI process model highlighting the direct and indirect business model changes of the retailer and the supplier and we identify BMCI characteristics. We contribute to research with a new perspective on how partners co-innovate a business model.

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 Innovations in the New Mobility Market during the COVID-19 with the Possibility of Open Business Model Innovation

The current difficult situation in the world caused by the spread of the COVID-19 virus has led to the development of problems in many branches of the economy. However, it has significantly affected transport, which on the one hand, is the bloodstream of the economy and, on the other hand, creates a threat for virus infection. Thus, in various countries, different mobility-related restrictions during pandemic policies around the world have been introduced. What is more, plans for initiatives after lockdown have also started to appear. Moreover, not have only cities introduced appropriate management policies, but companies have also started providing logistics services, especially those offering new mobility solutions. We found a literature and research gap indicating the recording or combination of the different types of business practices and innovations used worldwide in new mobility companies in the case of a pandemic situation. Therefore, this article is dedicated to the business innovations that appear in the new mobility industry during the COVID-19 pandemic in connection to post-pandemic transportation plans in Asia, Europe, and America. In this work, we conducted two-level research based on the desk research and expert research methodologies. From the business point of view, the results show that car-sharing systems (most organizational practices) and ride-sharing services (most safety practices) have most adapted their business models to pandemic changes. In turn, bike-sharing services have implemented the fewest business practices and innovations. From the urban transport systems point of view, the results show that European authorities have proposed the most plans and practice projects for new mobility after the pandemic compared to Asia and America. The obtained results indicate, however, that business practices do not coincide with the authorities’ plans for transport after the pandemic. Moreover, the results show a lack of complementarity between the developed practices and a reluctance to create open innovations in the new mobility industry. The article supports the management of new mobility systems in times of pandemic and in post-COVID reality.

Open Business Model Innovation – The Impact of Breadth, Depth, and Freedom of Collaboration

In today's digital age, firms are increasingly contingent on external sources of knowledge for generating new and creative ideas for business model innovation (BMI). However, the literature on BMI ...

Open Business Model Innovation via the Internet: How Wiki Technologies Can Improve the Quality of Business Models

Increasingly, firms follow the strategy of open business model innovation via the Internet. In this form of digital innovation management, firms make use of Internet platforms that allow them to integrate external customers and other stakeholders for (re-)innovation of their business models. However, the used IT tools on these Internet platforms suffer from not being able to merge the content of multiple users in an adequate way, thus the resulting business models suffer from low degrees of quality. Against this backdrop, in this research, we propose to equip these Internet platforms with a wiki technology. This would allow users to add to each other’s content, to make changes or to correct mistakes. In our action design research (ADR), we could empirically validate that this leads to a higher quality in terms of business models’ degree of elaboration. Since research that focusses on the design of Internet-based open BMI is still neglected, our research contributes to the literature base by being the first that answers ongoing open calls for research on this phenomenon of interest.

Open business model innovation: Literature review and agenda for future research

Tiare-Maria Brasseur - Lecturer, Department of e-Business, University of ViennaAddress: 1, Oskar-Morgenstern-Platz, Vienna, 1090, AustriaE-mail: tiare.brasseur@gmail.comAndreas Mladenow - Lecturer, Department of e-Business, University of ViennaAddress: 1, Oskar-Morgenstern-Platz, Vienna, 1090, AustriaE-mail: andreas.mladenow@univie.ac.atChristine Strauss - Professor, Department of e-Business, University of ViennaAddress: 1, Oskar-Morgenstern-Platz, Vienna, 1090, AustriaE-mail: christine.strauss@univie.ac.at In today’s fast-paced business environment, firms are constantly pressured to innovate in order to remain competitive. Business model innovation (BMI) has recently attracted increasing attention as a promising approach to achieve competitive advantage in the face of fierce competition. Despite its great potential, however, BMI also entails high degrees of complexity, uncertainty and financial risk. Fueled by the rise of digital technologies, BMI has become increasingly open and collaborative in the recent past. The aim of this paper is to investigate the role and implications of open and collaborative practices in BMI and to provide a comprehensive review of available literature in this field. Therefore, a systematic review of literature at the intersection of Open Innovation (OI) and BMI has been carried out. Our analysis of the literature identified two major research streams in open business model innovation (OBMI): OBMI trends (customer-driven BMI, BM co-creation, early BM validation, virtual collaboration, design thinking) and OBMI effects. Overall, the findings support a growing trend of collaboration and co-creation in BMI supported by digital or tangible tools, and further reveal that OI has a direct positive effect on BMI success. Analysis of the literature also shows that the field of OBMI is still an under-researched area.

Business Model Innovation in Networks: How to Work With Openness

Open innovation delivers important impetus for research and business practice. Open innovation research focuses on product and process innovation. Still the idea of open innovation has strong advantages for business model innovation. Firms can use outside-in, inside-out and coupled processes to implement open business model innovation. Our mixed methods approach combines an in depth multiple case study that comprises eight cases as well as a quantitative survey based study of 485 firms. Case study data points to advantages and challenges of open business model innovation among firms in networks. Quantitative results reveal that modularity drives business model innovation in alliances. Yet, larger networks do not relate to greater business model innovation. Instead, results show an inverted U-shape relation between modularity and business model innovation for varying network sizes.

Creating and Appropriating Value as a Manufacturer's Strategy: A Open Business Model Innovation

Traditional studies have emphasized product design and differentiation, and conceived of manufacturing as an auxiliary process involved in production. The consensus thus is that the design function...