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Business Model Innovation Process
Type
dissertation project
Start Date
01 February 2011
End Date
30 September 2013
Status
completed
Keywords
Business Model
Innovation
Change
Process
Organization Theory
Media Industry
Incumbent Organizations
Description
From time to time, every company faces external environmental developments which challenge the core assumptions of its business activities (Casadesus-Masanell & Ricart, 2010; Hamel & Valikangas, 2003). In such a situation, the ability to adapt the business model is essential for the company's long-term survival (e.g., Sosna, Trevinyo-Rodriguez, & Velamuri, 2010; Teece, 2010).
Business model innovation (abbr. BMI) is one particular way of business model adaptation that scholarly publications (e.g., Markides, 2006; Voelpel, Leibold, Tekie, & von Krogh, 2005; Zott & Amit, 2007) and management publications (e.g., Mark. W Johnson, Christensen, & Kagermann, 2008; Pohle & Chapman, 2006) respectively consider to be very promising. Despite BMIs' vital relevance, management has just started to explore BMI to address environmental threats such as changing regulatory environments or disruptive technologies (Casadesus-Masanell & Ricart, 2010; Demil & Lecocq, 2010). It is not well understood why only few incumbent companies succeed to adapt their business model to such changes (Chesbrough, 2010; Markides, 2006; Sosna, et al., 2010). Furthermore, the topic is not well grounded in existing literature on organizational change and innovation (Sosna, et al., 2010).
The purpose of this thesis project is to inquire how incumbent organizations innovate their business model when changes in their external environment question the core logic of their business activities. The dissertation project aims to make a contribution to the discussion on dynamic aspects of business models (e.g., Demil & Lecocq, 2010) by connecting business model innovation to research on organizational innovation and change. Longitudinal case studies on the BMI process in the media industry will allow to theorize this particular process with reference to existing process theories and key concepts from innovation management research (cf. Van de Ven & Angle, 2000). This will enhance our understanding of the phenomenon and provide vital insights in how to design project initiatives that aim to introduce BMI.
Business model innovation (abbr. BMI) is one particular way of business model adaptation that scholarly publications (e.g., Markides, 2006; Voelpel, Leibold, Tekie, & von Krogh, 2005; Zott & Amit, 2007) and management publications (e.g., Mark. W Johnson, Christensen, & Kagermann, 2008; Pohle & Chapman, 2006) respectively consider to be very promising. Despite BMIs' vital relevance, management has just started to explore BMI to address environmental threats such as changing regulatory environments or disruptive technologies (Casadesus-Masanell & Ricart, 2010; Demil & Lecocq, 2010). It is not well understood why only few incumbent companies succeed to adapt their business model to such changes (Chesbrough, 2010; Markides, 2006; Sosna, et al., 2010). Furthermore, the topic is not well grounded in existing literature on organizational change and innovation (Sosna, et al., 2010).
The purpose of this thesis project is to inquire how incumbent organizations innovate their business model when changes in their external environment question the core logic of their business activities. The dissertation project aims to make a contribution to the discussion on dynamic aspects of business models (e.g., Demil & Lecocq, 2010) by connecting business model innovation to research on organizational innovation and change. Longitudinal case studies on the BMI process in the media industry will allow to theorize this particular process with reference to existing process theories and key concepts from innovation management research (cf. Van de Ven & Angle, 2000). This will enhance our understanding of the phenomenon and provide vital insights in how to design project initiatives that aim to introduce BMI.
Leader contributor(s)
Funder(s)
Topic(s)
Business Model Innovation and Change
Method(s)
Qualitative: longitudinal
retroductive case studies; event structure analysis.
Range
Institute/School
Range (De)
Institut/School
Division(s)
Eprints ID
117465
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PublicationType: newspaper articleJournal: IMPactsIssue: 07
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PublicationType: conference paper
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