1 - 10 of 27
-
PublicationMarket maketh magic – consequences and implications of market choice for frugal innovation(Inderscience Enterprises Ltd, 2020)
-
PublicationBusiness model innovation processes in large corporations: insights from BASF(Emerald, 2017)Purpose Despite the fact that business model innovation (BMI) has attracted intense attention from scholars and practitioners alike, practicable knowledge on the organizational implementation of BMI efforts in large multinational corporations is rather rare. This paper aims to investigate how BMI is managed in the complex environment of the chemical industry based on a study at BASF SE, a leading global chemical company. Design/methodology/approach The empirical data draw from six case studies (i.e. six BMI projects) within BASF which were observed in the 2010-2014 timeframe. Findings There is not one uniform BMI process archetype. Three different types can be identified, whereby the degree of technology involvement and the maturity of this technology act as determining factors for the form of the process and its organizational implementation. Originality/value This paper profits from its unique empirical setting, which allows identifying practices for the organizational implementation of systematic BMI processes in large corporations. The guidelines derived are highly relevant for general managers and business development departments.Type:Journal:Volume:Issue:
Scopus© Citations 21 -
PublicationBusiness Models for Frugal Innovation in Emerging Markets: The Case of the Medical Device and Laboratory Equipment Endustry(Elsevier Science, 2017-08)This study investigates business models for frugal innovation (i.e. a specific form of resource-constrained innovation) in the medical device and laboratory equipment industry in the context of emerging markets. Based on original data from five case studies, we investigate how firms can set up value creation and value capturing mechanisms to reach new customer segments in remote rural areas with unprecedented value propositions. With this research, we contribute to the literature on frugal innovation and business models in emerging markets. It is one of the first empirical studies to apply a fine-grained perspective on resource-constrained innovation in emerging markets. In doing so, we focus on its most disruptive form, which is when these innovations entail entirely new applications. We advance and detail the value proposition for frugal innovation in these industries and argue that frugal innovation create new markets. Further, we show how firms set up their value creation and value capturing mechanisms to achieve the frugal value proposition and identify two distinct Research & Development (R&D) strategies for frugal innovation.Type:Journal:Volume:
Scopus© Citations 121 -
PublicationArchetypes and Basic Strategies of Technology Decisions(Industrial Research Inst., 2016-03-01)Technology decisions are of central importance to firms focused on innovation. Research has provided support for a wide variety of approaches to technology decision making. This proliferation of approaches, however, means managers face the challenge of choosing the right approach for a given decision. Through case studies and workshops with a wide range of firms, we have developed a tool to assist managers in selecting among available approaches for the specific technology decision at hand.Type:Journal:Volume:Issue:
Scopus© Citations 7 -
PublicationCoordination Mechanisms for International Innovation in SMEs: Effects on Time-To-Market and R&D Task Complexity as a Moderator(Springer Science & Business Media, 2016)
Scopus© Citations 34 -
PublicationManaging dual business models in emerging markets: An ambidexterity perspective(Wiley-Blackwell, 2016-06)Research on dual business models has highlighted the challenge for firms when they compete with different business models in a market. Drawing from ambidexterity literature, we investigate the question how firms integrate or separate business models on the level of value chain activities, which constitute the core operational activities within each business model. We employ a qualitative research approach based on eleven case studies of Western firms that implemented a low-cost business model in parallel to their premium business model in emerging markets. We find that firms may become ambidextrous in their business models by means of domain separation. In doing so, firms may separate value chain activities to address different additional customer segments in emerging markets. This study contributes to the emerging topic of dual business models and provides the ground for future research on ambidexterity in a global context.
Scopus© Citations 79 -
PublicationKeeping Reins on the Sharing Economy : Strategies and Business Models for Incumbents(Springer Gabler, 2015-08-12)The sharing economy has grown from a minor phenomenon to a considerable business in its own right. While start-ups have taken the lead in incorporating sharing economy principles in their business models, this article argues that incumbent firms with a traditional hardware-based business model also have an opportunity to respond to the needs of the sharing economy. Based on a conceptual framework and case examples, this article delineates four strategies traditional incumbents can draw on to keep reins on the sharing economy.Type:Journal:Volume:Issue:
-
PublicationFrom Cost to Frugal and Reverse Innovation : Mapping the Field and Implications for Global Competitiveness(Industrial Research Institute, 2014-07-12)Product and service innovations aimed at resource-constrained customers in emerging markets have recently attracted much research and management attention. Despite the prominence of this topic, however, there are some misconceptions around the different innovation types in this domain that may limit managers' ability to derive informed implications for strategy and operations. This article analyzes the different types of resource-constrained innovation-cost, good-enough, frugal, and reverse innovation-conceptualizes the distinctions between them, and discusses the implications for strategy providing a framework for managers to systematically analyze their own approaches to resource-constrained innovation and craft proper development processes. By highlighting the differences between the various types of resourceconstrained innovation, this article also provides the conceptual grounds for further systematic research.
-
PublicationResource-constrained innovation in Western MNCs: The role of headquarters in achieving low-end disruption and new market creation in emerging economies( 2017)Western multinationals are increasing their efforts to innovate for resource-constrained customers in emerging markets. Past studies highlight how this unique context influences and shapes the characteristics of products and services developed for these emerging economies. However, extant literature lacks empirical insights on how firms organize for these kinds of innovation. This study employs a multiple case study approach at 12 Western MNCs who developed resource-constrained innovation for emerging and developing markets. Contrary to extant notions in literature, this study finds that the first resource-constrained innovation within a Western MNC is initiated by the HQs and that strategic autonomy in emerging market subsidiaries is no prerequisite for success. The initial target market defined and the operational autonomy assigned by the HQs influence the degree of product novelty achieved. The degree of product novelty has effects on the type of market disruption caused by
-
PublicationCapturing Value from Razor and Blade Business Models( 2016)Our study aims for a holistic analysis of all relevant elements of the razor and blade business model. In contrast to prior research that mostly discusses business models on an abstract level, we analyse the interplay between product and business model components and their interrelation with value creation, value capture and the protection of value capture. Building upon an in-depth study of eight cases, we develop archetypes of razor and blade business models based on the degree of separation of profit generation between base and complementary products. We advance a recently emerging discussion on capturing value from business model innovation by providing empirical evidence on how firms combine different formal and strategic forms of IP to protect their products and business models.
