Business Model Innovation As a Dynamic Capability: Micro-Foundations and Case Studies
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cham
Springer International Publishing AG
2020
|
| Schriftenreihe: | Contributions to Management Science Ser
|
| Schlagworte: | |
| Online-Zugang: | HWR01 |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (215 pages) |
| ISBN: | 9783030501006 |
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| 505 | 8 | |a Intro -- Acknowledgements -- About This Book -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Chapter 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 -- Chapter 2: Literature Review -- 2.1 Approach to Literature Review -- 2.1.1 Data Collection -- 2.1.1.1 Sample of Publications -- 2.1.1.2 Sample of Statements -- 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 -- 2.5 Conclusion -- 2.6 Research Questions -- References -- Chapter 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 -- 3.2.1.1 Data Collection and Sampling -- 3.2.1.2 Data Analysis -- Creating a Data Structure -- Analysing for Context and Process -- Establishing Relationships and Linkages -- 3.2.2 Stage 2: Theoretical Sample | |
| 505 | 8 | |a 3.2.2.1 Data Collection and Sampling -- 3.2.2.2 Data Analysis -- 3.2.3 Theoretical Integration -- 3.3 Evaluating Grounded Theory Research -- 3.3.1 Rigour -- 3.3.2 Relevance -- References -- Chapter 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 -- 4.2.1.1 The Company -- 4.2.1.2 The Business Model Innovation -- 4.2.2 Site 2: The Media Investment Corporation -- 4.2.2.1 The Company -- 4.2.2.2 The Business Model Innovation -- 4.2.3 Site 3: The Electronics Manufacturer -- 4.2.3.1 The Company -- 4.2.3.2 The Business Model Innovation -- 4.2.4 Site 4: The Financial Services Company -- 4.2.4.1 The Company -- 4.2.4.2 The Business Model Innovation -- 4.2.5 Site 5: The Innovation Consultancy -- 4.2.5.1 The Company -- 4.2.5.2 The Business Model Innovation -- 4.3 Patterns of Business Model Innovation Processes in Established Companies -- 4.3.1 The Inception Phase -- 4.3.1.1 Identifying a Trigger -- 4.3.1.2 Developing an Initial Idea -- 4.3.1.3 Validating the Initial Idea -- 4.3.1.4 Discussion of the Inception Phase -- 4.3.2 The Evolution Phase -- 4.3.2.1 Making Experiences and Learning -- 4.3.2.2 Designing and Fine-Tuning the Business Model -- 4.3.2.3 Implementing and Operating the New Business Model -- 4.3.2.4 Discussion of the Evolution Phase -- 4.3.3 The Diffusion Phase -- 4.3.3.1 Scaling up the New Business Model -- 4.3.3.2 Spreading the New Business Model -- 4.3.3.3 Discussion of the Diffusion Phase -- 4.3.4 Process Management and the Role of Top Management -- 4.3.4.1 Discussion of Process 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 | |
| 505 | 8 | |a 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 -- Chapter 5: Findings from the Theoretical Sample of One Research Site -- 5.1 Introduction -- 5.2 Process Orchestration and the Role of Top Management -- 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 -- Chapter 6: Discussion and Conclusion -- 6.1 Synthesis of Findings and Theoretical Contributions -- 6.1.1 What Is the Nature of the Process of Business Model Innovation in Established Companies? -- 6.1.2 What Are the Challenges and Complexities Inherent to Enacting this Process? -- 6.1.2.1 Design Challenges -- 6.1.2.2 Implementation/Operation Challenges -- 6.1.3 What Is the Nature of the Micro-Foundations, and Their Managerial and Organisational Activities and Practices, Underlyin... -- 6.1.3.1 Process Orchestration Mechanisms -- 6.1.3.2 Learning Mechanisms -- 6.1.3.3 Deployment Mechanisms | |
| 505 | 8 | |a 6.1.4 What Is the Role of Top Management Within this Process? -- 6.1.5 Conceptual Framework of the Micro-Foundations of Business Model Innovation as a Dynamic Capability -- 6.1.6 Summary of Theoretical Contributions -- 6.1.6.1 Contributions to the Business Model Literature -- 6.1.6.2 Contributions to the Dynamic Capabilities Literature -- 6.2 Managerial Implications -- 6.3 Limitations and Avenues for Future Research -- 6.4 Conclusion -- References -- Appendices -- A. Interview Topic Guide -- B. Outcomes of Business Model Innovation -- Hirslanden Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Ecosystem Benefits -- ProSiebenSat.1 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Isovolta Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Trumpf Financial Services Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Fahrenheit 212 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- References | |
| 650 | 4 | |a Management.. | |
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Datensatz im Suchindex
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| contents | Intro -- Acknowledgements -- About This Book -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Chapter 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 -- Chapter 2: Literature Review -- 2.1 Approach to Literature Review -- 2.1.1 Data Collection -- 2.1.1.1 Sample of Publications -- 2.1.1.2 Sample of Statements -- 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 -- 2.5 Conclusion -- 2.6 Research Questions -- References -- Chapter 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 -- 3.2.1.1 Data Collection and Sampling -- 3.2.1.2 Data Analysis -- Creating a Data Structure -- Analysing for Context and Process -- Establishing Relationships and Linkages -- 3.2.2 Stage 2: Theoretical Sample 3.2.2.1 Data Collection and Sampling -- 3.2.2.2 Data Analysis -- 3.2.3 Theoretical Integration -- 3.3 Evaluating Grounded Theory Research -- 3.3.1 Rigour -- 3.3.2 Relevance -- References -- Chapter 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 -- 4.2.1.1 The Company -- 4.2.1.2 The Business Model Innovation -- 4.2.2 Site 2: The Media Investment Corporation -- 4.2.2.1 The Company -- 4.2.2.2 The Business Model Innovation -- 4.2.3 Site 3: The Electronics Manufacturer -- 4.2.3.1 The Company -- 4.2.3.2 The Business Model Innovation -- 4.2.4 Site 4: The Financial Services Company -- 4.2.4.1 The Company -- 4.2.4.2 The Business Model Innovation -- 4.2.5 Site 5: The Innovation Consultancy -- 4.2.5.1 The Company -- 4.2.5.2 The Business Model Innovation -- 4.3 Patterns of Business Model Innovation Processes in Established Companies -- 4.3.1 The Inception Phase -- 4.3.1.1 Identifying a Trigger -- 4.3.1.2 Developing an Initial Idea -- 4.3.1.3 Validating the Initial Idea -- 4.3.1.4 Discussion of the Inception Phase -- 4.3.2 The Evolution Phase -- 4.3.2.1 Making Experiences and Learning -- 4.3.2.2 Designing and Fine-Tuning the Business Model -- 4.3.2.3 Implementing and Operating the New Business Model -- 4.3.2.4 Discussion of the Evolution Phase -- 4.3.3 The Diffusion Phase -- 4.3.3.1 Scaling up the New Business Model -- 4.3.3.2 Spreading the New Business Model -- 4.3.3.3 Discussion of the Diffusion Phase -- 4.3.4 Process Management and the Role of Top Management -- 4.3.4.1 Discussion of Process 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 -- Chapter 5: Findings from the Theoretical Sample of One Research Site -- 5.1 Introduction -- 5.2 Process Orchestration and the Role of Top Management -- 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 -- Chapter 6: Discussion and Conclusion -- 6.1 Synthesis of Findings and Theoretical Contributions -- 6.1.1 What Is the Nature of the Process of Business Model Innovation in Established Companies? -- 6.1.2 What Are the Challenges and Complexities Inherent to Enacting this Process? -- 6.1.2.1 Design Challenges -- 6.1.2.2 Implementation/Operation Challenges -- 6.1.3 What Is the Nature of the Micro-Foundations, and Their Managerial and Organisational Activities and Practices, Underlyin... -- 6.1.3.1 Process Orchestration Mechanisms -- 6.1.3.2 Learning Mechanisms -- 6.1.3.3 Deployment Mechanisms 6.1.4 What Is the Role of Top Management Within this Process? -- 6.1.5 Conceptual Framework of the Micro-Foundations of Business Model Innovation as a Dynamic Capability -- 6.1.6 Summary of Theoretical Contributions -- 6.1.6.1 Contributions to the Business Model Literature -- 6.1.6.2 Contributions to the Dynamic Capabilities Literature -- 6.2 Managerial Implications -- 6.3 Limitations and Avenues for Future Research -- 6.4 Conclusion -- References -- Appendices -- A. Interview Topic Guide -- B. Outcomes of Business Model Innovation -- Hirslanden Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Ecosystem Benefits -- ProSiebenSat.1 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Isovolta Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Trumpf Financial Services Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Fahrenheit 212 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- References |
| ctrlnum | (ZDB-30-PQE)EBC6273309 (ZDB-30-PAD)EBC6273309 (ZDB-89-EBL)EBL6273309 (OCoLC)1178714218 (DE-599)BVBBV048223017 |
| dewey-full | 658 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658 |
| dewey-search | 658 |
| dewey-sort | 3658 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Wirtschaftswissenschaften |
| discipline_str_mv | Wirtschaftswissenschaften |
| format | Electronic eBook |
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| id | DE-604.BV048223017 |
| illustrated | Not Illustrated |
| index_date | 2024-07-03T19:50:37Z |
| indexdate | 2024-07-10T09:32:27Z |
| institution | BVB |
| isbn | 9783030501006 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-033603750 |
| oclc_num | 1178714218 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (215 pages) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2020 |
| publishDateSearch | 2020 |
| publishDateSort | 2020 |
| publisher | Springer International Publishing AG |
| record_format | marc |
| series2 | Contributions to Management Science Ser |
| spelling | Sniukas, Marc Verfasser aut Business Model Innovation As a Dynamic Capability Micro-Foundations and Case Studies Cham Springer International Publishing AG 2020 ©2020 1 Online-Ressource (215 pages) txt rdacontent c rdamedia cr rdacarrier Contributions to Management Science Ser Description based on publisher supplied metadata and other sources Intro -- Acknowledgements -- About This Book -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Chapter 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 -- Chapter 2: Literature Review -- 2.1 Approach to Literature Review -- 2.1.1 Data Collection -- 2.1.1.1 Sample of Publications -- 2.1.1.2 Sample of Statements -- 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 -- 2.5 Conclusion -- 2.6 Research Questions -- References -- Chapter 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 -- 3.2.1.1 Data Collection and Sampling -- 3.2.1.2 Data Analysis -- Creating a Data Structure -- Analysing for Context and Process -- Establishing Relationships and Linkages -- 3.2.2 Stage 2: Theoretical Sample 3.2.2.1 Data Collection and Sampling -- 3.2.2.2 Data Analysis -- 3.2.3 Theoretical Integration -- 3.3 Evaluating Grounded Theory Research -- 3.3.1 Rigour -- 3.3.2 Relevance -- References -- Chapter 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 -- 4.2.1.1 The Company -- 4.2.1.2 The Business Model Innovation -- 4.2.2 Site 2: The Media Investment Corporation -- 4.2.2.1 The Company -- 4.2.2.2 The Business Model Innovation -- 4.2.3 Site 3: The Electronics Manufacturer -- 4.2.3.1 The Company -- 4.2.3.2 The Business Model Innovation -- 4.2.4 Site 4: The Financial Services Company -- 4.2.4.1 The Company -- 4.2.4.2 The Business Model Innovation -- 4.2.5 Site 5: The Innovation Consultancy -- 4.2.5.1 The Company -- 4.2.5.2 The Business Model Innovation -- 4.3 Patterns of Business Model Innovation Processes in Established Companies -- 4.3.1 The Inception Phase -- 4.3.1.1 Identifying a Trigger -- 4.3.1.2 Developing an Initial Idea -- 4.3.1.3 Validating the Initial Idea -- 4.3.1.4 Discussion of the Inception Phase -- 4.3.2 The Evolution Phase -- 4.3.2.1 Making Experiences and Learning -- 4.3.2.2 Designing and Fine-Tuning the Business Model -- 4.3.2.3 Implementing and Operating the New Business Model -- 4.3.2.4 Discussion of the Evolution Phase -- 4.3.3 The Diffusion Phase -- 4.3.3.1 Scaling up the New Business Model -- 4.3.3.2 Spreading the New Business Model -- 4.3.3.3 Discussion of the Diffusion Phase -- 4.3.4 Process Management and the Role of Top Management -- 4.3.4.1 Discussion of Process 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 -- Chapter 5: Findings from the Theoretical Sample of One Research Site -- 5.1 Introduction -- 5.2 Process Orchestration and the Role of Top Management -- 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 -- Chapter 6: Discussion and Conclusion -- 6.1 Synthesis of Findings and Theoretical Contributions -- 6.1.1 What Is the Nature of the Process of Business Model Innovation in Established Companies? -- 6.1.2 What Are the Challenges and Complexities Inherent to Enacting this Process? -- 6.1.2.1 Design Challenges -- 6.1.2.2 Implementation/Operation Challenges -- 6.1.3 What Is the Nature of the Micro-Foundations, and Their Managerial and Organisational Activities and Practices, Underlyin... -- 6.1.3.1 Process Orchestration Mechanisms -- 6.1.3.2 Learning Mechanisms -- 6.1.3.3 Deployment Mechanisms 6.1.4 What Is the Role of Top Management Within this Process? -- 6.1.5 Conceptual Framework of the Micro-Foundations of Business Model Innovation as a Dynamic Capability -- 6.1.6 Summary of Theoretical Contributions -- 6.1.6.1 Contributions to the Business Model Literature -- 6.1.6.2 Contributions to the Dynamic Capabilities Literature -- 6.2 Managerial Implications -- 6.3 Limitations and Avenues for Future Research -- 6.4 Conclusion -- References -- Appendices -- A. Interview Topic Guide -- B. Outcomes of Business Model Innovation -- Hirslanden Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Ecosystem Benefits -- ProSiebenSat.1 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Isovolta Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Trumpf Financial Services Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Fahrenheit 212 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- References Management.. Industrial management.. Leadership Erscheint auch als Druck-Ausgabe Sniukas, Marc Business Model Innovation As a Dynamic Capability Cham : Springer International Publishing AG,c2020 9783030500993 |
| spellingShingle | Sniukas, Marc Business Model Innovation As a Dynamic Capability Micro-Foundations and Case Studies Intro -- Acknowledgements -- About This Book -- Contents -- Abbreviations -- List of Figures -- List of Tables -- Chapter 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 -- Chapter 2: Literature Review -- 2.1 Approach to Literature Review -- 2.1.1 Data Collection -- 2.1.1.1 Sample of Publications -- 2.1.1.2 Sample of Statements -- 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 -- 2.5 Conclusion -- 2.6 Research Questions -- References -- Chapter 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 -- 3.2.1.1 Data Collection and Sampling -- 3.2.1.2 Data Analysis -- Creating a Data Structure -- Analysing for Context and Process -- Establishing Relationships and Linkages -- 3.2.2 Stage 2: Theoretical Sample 3.2.2.1 Data Collection and Sampling -- 3.2.2.2 Data Analysis -- 3.2.3 Theoretical Integration -- 3.3 Evaluating Grounded Theory Research -- 3.3.1 Rigour -- 3.3.2 Relevance -- References -- Chapter 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 -- 4.2.1.1 The Company -- 4.2.1.2 The Business Model Innovation -- 4.2.2 Site 2: The Media Investment Corporation -- 4.2.2.1 The Company -- 4.2.2.2 The Business Model Innovation -- 4.2.3 Site 3: The Electronics Manufacturer -- 4.2.3.1 The Company -- 4.2.3.2 The Business Model Innovation -- 4.2.4 Site 4: The Financial Services Company -- 4.2.4.1 The Company -- 4.2.4.2 The Business Model Innovation -- 4.2.5 Site 5: The Innovation Consultancy -- 4.2.5.1 The Company -- 4.2.5.2 The Business Model Innovation -- 4.3 Patterns of Business Model Innovation Processes in Established Companies -- 4.3.1 The Inception Phase -- 4.3.1.1 Identifying a Trigger -- 4.3.1.2 Developing an Initial Idea -- 4.3.1.3 Validating the Initial Idea -- 4.3.1.4 Discussion of the Inception Phase -- 4.3.2 The Evolution Phase -- 4.3.2.1 Making Experiences and Learning -- 4.3.2.2 Designing and Fine-Tuning the Business Model -- 4.3.2.3 Implementing and Operating the New Business Model -- 4.3.2.4 Discussion of the Evolution Phase -- 4.3.3 The Diffusion Phase -- 4.3.3.1 Scaling up the New Business Model -- 4.3.3.2 Spreading the New Business Model -- 4.3.3.3 Discussion of the Diffusion Phase -- 4.3.4 Process Management and the Role of Top Management -- 4.3.4.1 Discussion of Process 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 -- Chapter 5: Findings from the Theoretical Sample of One Research Site -- 5.1 Introduction -- 5.2 Process Orchestration and the Role of Top Management -- 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 -- Chapter 6: Discussion and Conclusion -- 6.1 Synthesis of Findings and Theoretical Contributions -- 6.1.1 What Is the Nature of the Process of Business Model Innovation in Established Companies? -- 6.1.2 What Are the Challenges and Complexities Inherent to Enacting this Process? -- 6.1.2.1 Design Challenges -- 6.1.2.2 Implementation/Operation Challenges -- 6.1.3 What Is the Nature of the Micro-Foundations, and Their Managerial and Organisational Activities and Practices, Underlyin... -- 6.1.3.1 Process Orchestration Mechanisms -- 6.1.3.2 Learning Mechanisms -- 6.1.3.3 Deployment Mechanisms 6.1.4 What Is the Role of Top Management Within this Process? -- 6.1.5 Conceptual Framework of the Micro-Foundations of Business Model Innovation as a Dynamic Capability -- 6.1.6 Summary of Theoretical Contributions -- 6.1.6.1 Contributions to the Business Model Literature -- 6.1.6.2 Contributions to the Dynamic Capabilities Literature -- 6.2 Managerial Implications -- 6.3 Limitations and Avenues for Future Research -- 6.4 Conclusion -- References -- Appendices -- A. Interview Topic Guide -- B. Outcomes of Business Model Innovation -- Hirslanden Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Ecosystem Benefits -- ProSiebenSat.1 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Isovolta Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Trumpf Financial Services Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- Fahrenheit 212 Business Model Innovation Outcomes -- Customer Benefits -- Company Benefits -- References Management.. Industrial management.. Leadership |
| 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 |
| title_fullStr | Business Model Innovation As a Dynamic Capability Micro-Foundations and Case Studies |
| title_full_unstemmed | Business Model Innovation As a Dynamic Capability Micro-Foundations and Case Studies |
| 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 |
| topic | Management.. Industrial management.. Leadership |
| topic_facet | Management.. Industrial management.. Leadership |
| work_keys_str_mv | AT sniukasmarc businessmodelinnovationasadynamiccapabilitymicrofoundationsandcasestudies |