Business model innovation as a dynamic capability: micro-foundations and case studies
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Cham
Springer
[2020]
|
| Edition: | 1st ed. 2020 |
| Series: | Contributions to Management Science
|
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | xviii, 202 Seiten Illustrationen |
| ISBN: | 9783030500993 |
| ISSN: | 1431-1941 |
Staff View
MARC
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Record in the Search Index
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| adam_text | Contents 1 Introduction................................................ 1.1 Problem Statement................................................................................. 1.1.1 The Increasing Interest in the Business Model Concept... . 1.1.2 The Importance of Business Model Innovation...................... 1.1.3 Business Model Innovation in Established Companies. ... 1.1.4 Gaps in Business Model Innovation Research........................ 1.1.5 Business Model Innovation as a Dynamic Capability........... 1.1.6 Conclusion................................................................................. 1.2 Research Area and Objectives.............................................................. 1.2.1 Purpose of this Study................................................................ 1.2.2 Academic Objectives................................................................ 1.2.3 Managerial Objectives.............................................................. 1.3 Book Outline.......................................................................................... References....................................................................................................... 1 1 2 3 5 7 8 9 9 9 9 10 10 11 2 Literature Review......................................................................................... 2.1 Approach to Literature Review............................................................ 2.1.1 Data Collection.......................................................................... 2.1.2 Data
Analysis............................................................................. 2.2 Four Perspectives on the Business Model Phenomenon..................... 2.2.1 The Static Perspective................................................................ 2.2.2 The Dynamic Perspective.......................................................... 2.2.3 The Strategic Perspective.......................................................... 2.2.4 The Operational Perspective..................................................... 2.3 A Framework of Business Model Innovation...................................... 2.3.1 Defining Business Model Innovation...................................... 2.3.2 The Process of Business Model Innovation............................ 2.4 Framing Business Model Innovation as a Dynamic Capability .... 2.4.1 Defining Dynamic Capabilities................................................ 2.4.2 Business Model Innovation as a Dynamic Capability........... 17 18 18 21 22 22 26 30 33 34 34 36 36 37 38 ix
x Contents 2.5 Conclusion.............................................................................................. 2.6 Research Questions................................................................................ References.............................................................................................. 39 39 40 3 Research Design and Methodology............................................................ 3.1 Research Design..................................................................................... 3.1.1 Ontological and Epistemological Positioning......................... 3.1.2 The Nature of the Research Question...................................... 3.1.3 Methodological Implications.................................................... 3.2 Research Methodology.......................................................................... 3.2.1 Stage 1: Initial Sample.............................................................. 3.2.2 Stage 2: Theoretical Sample..................................................... 3.2.3 Theoretical Integration.............................................................. 3.3 Evaluating Grounded Theory Research................................................ 3.3.1 Rigour......................................................................................... 3.3.2 Relevance................................................................................... References........................................................................................................ 45 45 45 46 47 49 49 58 60 62 62 63 64 4 Findings
from the Initial Sample of Five Research Sites........................ 4.1 Introduction.............................................................................................. 4.2 Research Sites......................................................................................... 4.2.1 Site 1: The Private Hospital...................................................... 4.2.2 Site 2: The Media Investment Corporation............................. 4.2.3 Site 3: The Electronics Manufacturer...................................... 4.2.4 Site 4: The Financial Services Company................................. 4.2.5 Site 5: The Innovation Consultancy......................................... 4.3 Patterns of Business Model Innovation Processes in Established Companies............................................................................................... 4.3.1 The Inception Phase.................................................................. 4.3.2 The Evolution Phase.................................................................. 4.3.3 The Diffusion Phase....................... 4.3.4 Process Management and the Role of Top Management. . . 4.4 Discussion and Synthesis of Findings from the Initial Sample.......... 4.4.1 The Nature of the Process of Business Model Innovation in Established Companies......................................................... 4.4.2 The Challenges and Complexities Inherent to Enacting this Process................................................................................. 4.4.3 The Micro-foundations and Their Underlying Managerial and
Organisational Activities and Practices............................ 4.4.4 The Role of Top Management.................................................. 4.4.5 Preliminary Framework of the Micro-foundations of Business Model Innovation as a Dynamic Capability... References........................................................................................................ 67 67 68 68 70 70 72 73 5 75 75 85 107 113 115 115 118 118 120 120 121 Findings from the Theoretical Sample of One Research Site................ 123 5.1 Introduction................................................................................... 123 5.2 Process Orchestration and the Role of Top Management................... 124
Contents 5.2.1 Providing Direction................................................................... 5.2.2 Involving the Organisation....................................................... 5.3 Learning Mechanisms........................................................................... 5.3.1 Management Workshops.......................................................... 5.3.2 Discussions and Meetings........................................................ 5.3.3 Data Search and Collection...................................................... 5.3.4 Creating Visual Representations.............................................. 5.4 Deployment Mechanisms...................................................................... 5.4.1 Establishing a Meeting Structure............................................. 5.4.2 Adapting Organisational Structures and Processes................. 5.4.3 Department Meetings and Workshops..................................... 5.4.4 Middle Management and Associates Workshops................... 5.4.5 Information and Communication Activities............................ 5.4.6 Project Management................................................................. 5.4.7 Rearranging Human Resources................................................ 5.5 Discussion and Synthesis of Findings from the Theoretical Sample................................................................. 5.5.1 Process Orchestration and the Role of Top Management. . . 5.5.2 Learning Mechanisms............................................................... 5.5.3 Challenges and
Complexities................................................... 5.5.4 Deployment Mechanisms......................................................... 5.5.5 The Nature of the Process......................................................... Reference......................................................................................................... xi 124 127 127 127 136 140 142 149 149 158 161 163 164 165 165 166 167 167 169 169 170 171 6 Discussion and Conclusion........................................................................... 173 6.1 Synthesis of Findings and Theoretical Contributions......................... 173 6.1.1 What Is the Nature of the Process of Business Model Innovation in Established Companies?.................................... 174 6.1.2 What Are the Challenges and Complexities Inherent to Enacting this Process?............................................................... 177 6.1.3 What Is the Nature of the Micro-Foundations, and Their Managerial and Organisational Activities and Practices, Underlying this Process?.......................................................... 178 6.1.4 What Is the Role of Top Management Within this Process?..................................................... 183 6.1.5 Conceptual Framework of the Micro-Foundations of Business Model Innovation as a DynamicCapability.............184 6.1.6 Summary of Theoretical Contributions................................... 185 6.2 Managerial Implications........................................................................ 187 6.3 Limitations and Avenues for Future
Research.................................... 189 6.4 Conclusion.............................................................................................. 191 References........................................................................................... 192 Appendices............................................................................................................ A. Interview Topic Guide............................................................................... B. Outcomes of Business Model Innovation................................................. References........................................................................................................ 195 195 196 202
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| adam_txt |
Contents 1 Introduction. 1.1 Problem Statement. 1.1.1 The Increasing Interest in the Business Model Concept. . 1.1.2 The Importance of Business Model Innovation. 1.1.3 Business Model Innovation in Established Companies. . 1.1.4 Gaps in Business Model Innovation Research. 1.1.5 Business Model Innovation as a Dynamic Capability. 1.1.6 Conclusion. 1.2 Research Area and Objectives. 1.2.1 Purpose of this Study. 1.2.2 Academic Objectives. 1.2.3 Managerial Objectives. 1.3 Book Outline. References. 1 1 2 3 5 7 8 9 9 9 9 10 10 11 2 Literature Review. 2.1 Approach to Literature Review. 2.1.1 Data Collection. 2.1.2 Data
Analysis. 2.2 Four Perspectives on the Business Model Phenomenon. 2.2.1 The Static Perspective. 2.2.2 The Dynamic Perspective. 2.2.3 The Strategic Perspective. 2.2.4 The Operational Perspective. 2.3 A Framework of Business Model Innovation. 2.3.1 Defining Business Model Innovation. 2.3.2 The Process of Business Model Innovation. 2.4 Framing Business Model Innovation as a Dynamic Capability . 2.4.1 Defining Dynamic Capabilities. 2.4.2 Business Model Innovation as a Dynamic Capability. 17 18 18 21 22 22 26 30 33 34 34 36 36 37 38 ix
x Contents 2.5 Conclusion. 2.6 Research Questions. References. 39 39 40 3 Research Design and Methodology. 3.1 Research Design. 3.1.1 Ontological and Epistemological Positioning. 3.1.2 The Nature of the Research Question. 3.1.3 Methodological Implications. 3.2 Research Methodology. 3.2.1 Stage 1: Initial Sample. 3.2.2 Stage 2: Theoretical Sample. 3.2.3 Theoretical Integration. 3.3 Evaluating Grounded Theory Research. 3.3.1 Rigour. 3.3.2 Relevance. References. 45 45 45 46 47 49 49 58 60 62 62 63 64 4 Findings
from the Initial Sample of Five Research Sites. 4.1 Introduction. 4.2 Research Sites. 4.2.1 Site 1: The Private Hospital. 4.2.2 Site 2: The Media Investment Corporation. 4.2.3 Site 3: The Electronics Manufacturer. 4.2.4 Site 4: The Financial Services Company. 4.2.5 Site 5: The Innovation Consultancy. 4.3 Patterns of Business Model Innovation Processes in Established Companies. 4.3.1 The Inception Phase. 4.3.2 The Evolution Phase. 4.3.3 The Diffusion Phase. 4.3.4 Process Management and the Role of Top Management. . . 4.4 Discussion and Synthesis of Findings from the Initial Sample. 4.4.1 The Nature of the Process of Business Model Innovation in Established Companies. 4.4.2 The Challenges and Complexities Inherent to Enacting this Process. 4.4.3 The Micro-foundations and Their Underlying Managerial and
Organisational Activities and Practices. 4.4.4 The Role of Top Management. 4.4.5 Preliminary Framework of the Micro-foundations of Business Model Innovation as a Dynamic Capability. References. 67 67 68 68 70 70 72 73 5 75 75 85 107 113 115 115 118 118 120 120 121 Findings from the Theoretical Sample of One Research Site. 123 5.1 Introduction. 123 5.2 Process Orchestration and the Role of Top Management. 124
Contents 5.2.1 Providing Direction. 5.2.2 Involving the Organisation. 5.3 Learning Mechanisms. 5.3.1 Management Workshops. 5.3.2 Discussions and Meetings. 5.3.3 Data Search and Collection. 5.3.4 Creating Visual Representations. 5.4 Deployment Mechanisms. 5.4.1 Establishing a Meeting Structure. 5.4.2 Adapting Organisational Structures and Processes. 5.4.3 Department Meetings and Workshops. 5.4.4 Middle Management and Associates Workshops. 5.4.5 Information and Communication Activities. 5.4.6 Project Management. 5.4.7 Rearranging Human Resources. 5.5 Discussion and Synthesis of Findings from the Theoretical Sample. 5.5.1 Process Orchestration and the Role of Top Management. . . 5.5.2 Learning Mechanisms. 5.5.3 Challenges and
Complexities. 5.5.4 Deployment Mechanisms. 5.5.5 The Nature of the Process. Reference. xi 124 127 127 127 136 140 142 149 149 158 161 163 164 165 165 166 167 167 169 169 170 171 6 Discussion and Conclusion. 173 6.1 Synthesis of Findings and Theoretical Contributions. 173 6.1.1 What Is the Nature of the Process of Business Model Innovation in Established Companies?. 174 6.1.2 What Are the Challenges and Complexities Inherent to Enacting this Process?. 177 6.1.3 What Is the Nature of the Micro-Foundations, and Their Managerial and Organisational Activities and Practices, Underlying this Process?. 178 6.1.4 What Is the Role of Top Management Within this Process?. 183 6.1.5 Conceptual Framework of the Micro-Foundations of Business Model Innovation as a DynamicCapability.184 6.1.6 Summary of Theoretical Contributions. 185 6.2 Managerial Implications. 187 6.3 Limitations and Avenues for Future
Research. 189 6.4 Conclusion. 191 References. 192 Appendices. A. Interview Topic Guide. B. Outcomes of Business Model Innovation. References. 195 195 196 202 |
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| isbn | 9783030500993 |
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| spelling | Sniukas, Marc Verfasser (DE-588)121626354X aut Business model innovation as a dynamic capability micro-foundations and case studies Marc Sniukas 1st ed. 2020 Cham Springer [2020] xviii, 202 Seiten Illustrationen txt rdacontent n rdamedia nc rdacarrier Contributions to Management Science 1431-1941 Management Industrial management Leadership Organization Planning Erscheint auch als Online-Ausgabe 978-3-030-50100-6 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=032243338&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Sniukas, Marc Business model innovation as a dynamic capability micro-foundations and case studies |
| title | Business model innovation as a dynamic capability micro-foundations and case studies |
| title_auth | Business model innovation as a dynamic capability micro-foundations and case studies |
| title_exact_search | Business model innovation as a dynamic capability micro-foundations and case studies |
| title_exact_search_txtP | Business model innovation as a dynamic capability micro-foundations and case studies |
| title_full | Business model innovation as a dynamic capability micro-foundations and case studies Marc Sniukas |
| title_fullStr | Business model innovation as a dynamic capability micro-foundations and case studies Marc Sniukas |
| title_full_unstemmed | Business model innovation as a dynamic capability micro-foundations and case studies Marc Sniukas |
| title_short | Business model innovation as a dynamic capability |
| title_sort | business model innovation as a dynamic capability micro foundations and case studies |
| title_sub | micro-foundations and case studies |
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