David Redaschi
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Redaschi
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David
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david.redaschi@unisg.ch

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  • Publication
    Exploring the Impact of Founder Social Identities on Sustainable Business Model Design
    ( 2024)
    David Redaschi
    ;
    Karolin Frankenberger
    ;
    Christine Scheef
    Designing sustainable business models gains increasing importance. Particularly in young firms, the founder’s social identity plays a pivotal role in shaping the creation of new ventures. Yet, founders with diverse social identities often pursue distinct goals, and there is limited understanding of how this divergence influences the design of sustainable business models. Drawing on two different founder social identities — Darwinian and Missionary founders —, we argue that founder social identities differently shape the sustainability of the business model design. In addition, we propose that entrepreneurial orientation mediates the relationship between the founder’s social identities and sustainable business model design. We collected survey data from 195 solo founders in Austria, Germany, Liechtenstein, and Switzerland to test our research model. In support of our predictions, we find that Darwinian founders are negatively, and Missionary founders are positively related to sustainable business model design. We also show that entrepreneurial orientation partially mediates the link between Missionary founders and sustainable business model design, but not for Darwinian founders. Theoretical and practical insights on how founder social identities and entrepreneurial orientation can be leveraged to support sustainable business model designs are then discussed.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/119794
  • Publication
    Does the Business Model Design Reflect the Founder Identity? An Empirical Investigation
    ( 2023-05)
    David Redaschi
    ;
    Karolin Frankenberger
    ;
    Christine Scheef
    Social identities shape founders’ social motivation, self-evaluation, and frame of reference. However, little is known about how founder social identities shape new ventures’ business model designs. This study addresses this gap by arguing and empirically testing how and why founders with different social identities systematically design different business models. Specifically, we argue that Darwinian founders design efficiency-oriented business models, Communitarians design consumer-oriented business models, and Missionaries design sustainable-oriented business models. We also establish important boundary conditions of these relationships, particularly the core founder. We will test our predictions in a sample of 1‘019 new ventures from the German-speaking part of Europe. We contribute by establishing founder social identity as an important antecedent of business model designs and by linking founder social identities to firm strategy.
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117325
  • Publication
    Type: conference paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117145
  • Publication
    Novartis (A): Reimagining Medicine
    (Harvard Business School, 2023-05-11)
    Ramon Casadesus-masanell
    ;
    Claudio Feser
    ;
    Karolin Frankenberger
    ;
    David Redaschi
    This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.
    Type: case study
    Issue: 723443-PDF-ENG
    URL: https://hbsp.harvard.edu/product/723443-PDF-ENG?Ntt=
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117583
  • Publication
    Novartis (B): Reimagining Medicine
    (Harvard Business School, 2023-05-11)
    Ramon Casadesus-masanell
    ;
    Claudio Feser
    ;
    Karolin Frankenberger
    ;
    David Redaschi
    This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.
    Type: case study
    Issue: 723444-PDF-ENG
    URL: https://hbsp.harvard.edu/product/723444-PDF-ENG?Ntt=
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117584
  • Publication
    Novartis (C): Reimagining Medicine
    (Harvard Business School, 2023-05-11)
    Ramon Casadesus-masanell
    ;
    Feser Claudio
    ;
    Karolin Frankenberger
    ;
    David Redaschi
    This case unfolds around the first-ever approved personalized cancer treatment, how Novartis wrapped it into a new business model design, and how Novartis scaled it. Novartis - one of the largest pharmaceutical companies in the world - is, among other ventures, discovering, developing, and marketing patent-protected prescription medicines, as well as addressing unmet medical needs and diseases for which no effective treatments or cures exist. In late 2011, Novartis executives became aware of a revolutionary treatment technology developed by researchers at the University of Pennsylvania (UPenn). This technology was designed as a one-time, personalized drug to cure certain types of cancers such as lymphomas and leukemia. Section Chief of Cellular Therapy and Transplant at the Children's Hospital of Philadelphia Stephan A. Grupp, MD, Ph.D. commented on the innovation as follows: "I've been an oncologist for 20 years, and I have never, ever seen anything like this." After approaching UPenn scientists, Novartis decided to develop and commercialize this technology as the company possessed the relevant capabilities. This case series then explores the introduction and scaling of this new treatment over three parts. Case A describes the various challenges Joe Jimenez, the then CEO of Novartis, faced during the launch of the new treatment in 2016. Case B (separate) focuses on the persistent problems with drug manufacturing and scaling this part of the business model design after its launch in 2017. Lastly, case C (separate) examines how Novartis solved the persistent problems and envisioned the future in this new, inspiring area of medicine.
    Type: case study
    Issue: 723445-PDF-ENG
    URL: https://hbsp.harvard.edu/product/723445-PDF-ENG?Ntt=novartis%20(c)
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/117766
  • Publication
    Arosa - Transforming an Iconic Destination
    ( 2024-01-19)
    David Redaschi
    This field case documents the transformation of Arosa Tourism — a tourist organization that manages the Swiss alpine destination Arosa — under the guidance of tourism director Pascal Jenny. The case starts with a brief description of the tourism industry and Arosa’s history, with the goal of explaining the intricacies of the industry, the past business model of Arosa Tourism, and the situation before Pascal Jenny became director at Arosa Tourism. The case then goes deeper into the first years when Pascal Jenny took over the helm at Arosa Tourism to describe chronologically how Jenny formulated and implemented a new vision and strategy for Arosa Tourism. Subsequently, the case highlights how the implemented strategy unfolds and how Arosa Tourism piece by piece transforms the business model from a classic tourist-organization-based business model to an event-driven business model. Towards the end, the case highlights the success and refinement of the implemented strategy. The case concludes with open questions as to how Arosa Tourism should move into the future.
    Type: working paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/119281
  • Publication
    Strategic Orientations and Novel Business Model Designs: an Empirical Investigation
    ( 2024-04-02)
    David Redaschi
    Novel business model designs have become a focal unit of analysis in strategy and entrepreneurship research. However, little is known about how a venture’s strategic orientations influence the novelty of the business model design. Building upon the well-established literature on strategic orientation, this study contends that entrepreneurial orientation — a prominent strategic orientation — is positively related to novel business model designs. Additionally, this study posits technology and customer orientation — two other prevalent strategic orientations — as influential moderators that positively impact the relationship between entrepreneurial orientation and novel business model designs. To empirically validate these propositions, I collected survey data from 972 new ventures operating in Austria, Germany, Liechtenstein, and Switzerland. The primary finding shows that entrepreneurial orientation is positively linked to novel business model designs. Furthermore, the study reveals that technology orientation and customer orientation exert a negative moderation effect on the relationship between entrepreneurial orientation and novel business model design. Based on this, this research not only contributes to a deeper theoretical understanding of the interplay between strategic orientations and novel business model designs but also provides practical insights.
    Type: working paper
    URI: https://www.alexandria.unisg.ch/handle/20.500.14171/119793