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نتیجه جستجو - Business Model Innovation

تعداد مقالات یافته شده: 17
ردیف عنوان نوع
1 Knowledge management capabilities and organizational risk-taking for business model innovation in SMEs
قابلیت های مدیریت دانش و ریسک پذیری سازمانی برای نوآوری مدل کسب و کار در شرکت های کوچک و متوسط-2021
In today’s business environment with fast growing communication and information technologies, knowledge management (KM) capabilities are a valuable source for innovation. However, little is known about the particular KM capabilities that lead to business model innovation (BMI) and whether their effect is dependent upon the firm’s orientation towards risk-taking. We examine the impact internal and external KM capabilities have on BMI and how these effects are moderated by its risk-taking tolerance. We empirically analyze a sample of 197 small and medium-sized enterprises (SMEs) applying structural equation modeling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA). The results from the SEM indicate that particularly external KM ca- pabilities stimulate BMI. This relationship is strengthened for firms with a high risk-taking tolerance. Internal knowledge is only effective for firms with a low risk-taking tolerance. The fsQCA results substantiate these findings and refine the SEM by providing particular antecedent conditions for high levels of BMI.
keywords: نوآوری مدل کسب و کار | قابلیت های مدیریت دانش | اس ام اس | تحمل ریسک پذیری | مدل سازی مسیر PLS | Business model innovation | Knowledge management capabilities | SMEs | Risk-taking tolerance | PLS path modeling
مقاله انگلیسی
2 Remanufacturing with upgrade PSS for new sustainable business models
تولید مجدد با PSS ارتقا یافته برای مدل های جدید تجاری پایدار-2020
Starting from mid ‘90s, Eco-efficient Product Service Systems (PSSs) were indicated in literature as enablers toward a more sustainable and resource-efficient industry through re-use and remanufacturing. In this regard, academicians and practitioners outlined several advantages (environmental and economic) but also many barriers hindering their implementation, such as market acceptance and economic sustainability. Thus, the diffusion of re-use and remanufacturing PSS is currently limited and mainly restricted to markets accepting also out-dated products (e.g. B2B or emerging countries). To cope with this limitation, product upgrade in re-manufacturing was recently introduced. Upgrade cycles allow embedding technological innovation into products while remanufacturing, thus reaching advanced performances and satisfying evolving customers’ preferences over time. If coupled with the offering of advanced services, remanufacturing with upgrade would open the way to new disruptive PSSs able to revolution customers’ consumption behaviour, as well as the manufacturing business model of companies. The new remanufacturing with upgrade business models will make remanufacturing one of the main pillars of companies’ business value generation, allowing improved management of technology cycles and of products obsolescence. Thus, overall economic and environmental benefits will be maximised. However, the implementation of such business models represents a challenge for manufacturers. The evolution from a pure manufacturing towards a manufacturing/remanufacturing company, together with the transition from a product to a service-based offering, entails considerable changes in all the business model variables. Drawing on the theory of business model innovation process, incremental or radical innovation paths can be hypothesised for this transition. Despite the focus of recent research on Product Service Systems and on Circular Economy, remanufacturing-with-upgrade business models are rarely cited in literature and there is limited empirical evidence of companies having embraced them. To set the research framework in alignment with previous theory, this paper proposes a structured definition and configuration of innovative remanufacturing-with-upgrade business models. By looking at existing examples of companies having undertaken this type of business model innovation, different typologies of remanufacturing and upgrade business models are proposed. Companies were classified according to the identified PSS typologies and conclusions are derived, together with future research perspectives.© 2018 CIRP.
Keywords: Re-manufacturing | Upgrade | Sustainable Product Service Systems | Business model | Circular economy
مقاله انگلیسی
3 Business model risk and uncertainty factors: Toward building and maintaining profitable and sustainable business models
فاکتورهای ریسک و عدم اطمینان مدل کسب و کار: به سمت ساخت و حفظ مدل های تجاری سودآور و پایدار-2020
Business models and business model innovation and particularly their opportunities have been a popular topic recently, but we find the extant literature on the subject lacking. The risk and uncertainty aspect typical of business models has not been sufficiently addressed. We draw upon the existing literature and triangulate results with an extensive expert group interview to identify 28 risk and uncertainty factor groups, creating a checklist that can be used as the first step in an integrative business model risk management process for existing and new iterations. With an established process for managing and identifying risk in business models, managers can make more conscious and well-informed decisions.
KEYWORDS: Business model | Business model risk | Business model uncertainty | Risk management
مقاله انگلیسی
4 Agile Business Model Innovation in Digital Entrepreneurship: Lean Startup Approaches
نوآوری مدل کسب و کار چابک در کارآفرینی دیجیتال: رویکردهای راه اندازی ناب-2020
Digital startups in the early stages of their development frequently undergo innovation to their value ar- chitecture and Business Model. A set of pragmatic methods drawing on lean and agile principles has recently been proposed to support digital entrepreneurs facing Business Model Innovation (BMI), known as Lean Startup Approaches (LSAs). However, the theoretical and practical relationship between BMI and LSAs in dynamic di- gital environments has seldom been investigated. To fill this gap, our study draws on an exploratory multiple- case study based on three digital multisided platform startups to craft a unified framework that can disclose the relationship between BMI, LSAs and Agile Development (AD), within the context of Strategic Agility. Our fin- dings, which emerge from the unified framework, show that LSAs can be employed as agile methods to enable Business Model Innovation in Digital Entrepreneurship. These findings are then organized around a set of propositions, with the aim of developing a research agenda directed towards integrating BMI, LSAs and AD processes and methods.
Keywords: Business Model Innovation | Lean Startup Approaches | Agile development | Customer development | Digital startups | Multisided platform | Strategic agility
مقاله انگلیسی
5 How to convert digital offerings into revenue enhancement – Conceptualizing business model dynamics through explorative case studies
نحوه تبدیل پیشنهادات دیجیتالی به افزایش درآمد - تصور پویایی مدل کسب و کار از طریق مطالعات موردی اکتشافی-2020
Equipment manufacturers are currently utilizing new digital technologies such as the Internet of Things (IoT), Artificial Intelligence, or Big Data, for new digital offerings. However, these offerings seldom enhance revenue, because companies struggle with business model (BM) dynamics. By analyzing 27 companies through an explorative case-study approach, the authors consider how companies can successfully achieve revenue enhancement through digital offerings. The result is a threefold framework for revenue enhancement through digital offerings. First, this framework distinguishes between three phases of BM dynamics: 1) augmenting products through a “hardware plus” logic, 2) developing a portfolio of multiple logics for creating customer value, 3) integrating this portfolio through platform logic. Second, the framework emphasizes that three barriers, which we refer to as confidence, mixing, and collaboration barrier, limit the progress from Phases 1 to 3. Third, the framework reveals that each phase contains certain modifications of BM components. In the first phase, companies adapt their BM components slightly, so as to advance toward a “hardware plus” logic. In the second phase, companies embrace more radical BM innovations in order to convert services into an outcome-based BM and develop a new software subscription BM. In the third phase, companies modify BM components in order to integrate the BMs internally and to open them up for external collaboration partners.
Keywords: Digitalization | Digital offerings | Business models | Business model innovations | Competitive advantages | Business model components | Revenue enhancement | Value creation
مقاله انگلیسی
6 The role of costs in business model design for early-stage technology startups
نقش هزینه ها در طراحی مدل کسب و کار برای استارت آپ های مرحله اولیه فناوری-2020
Beginning in their early stages, technology start-ups (TSUs) develop several business models. Costs are often perceived as a constraint to business model innovation. Challenging this assumption, we question the role that costs play in business model design. We analyzed twelve TSU case studies from Switzerland, France, and the USA. The results indicate that TSUs develop three types of business models that are technology-driven, market- driven, and exit-driven. Costs act as enablers, moderators, and mediators. With a portfolio of business models, costs play a mediating role. Finally, the role costs play in the business model design phase changes firm value capture mechanisms, potentially enhancing the firms value. This research makes the following contributions: (1) Technology-, market-, and exit-driven business model portfolios appear to be heterogeneous among TSUs. (2) Costs play enabler and mediator roles in addition to the traditional moderator role. We add to the literature by focusing on the new economy (rather than Porters cost leadership strategies) through an optimistic and investment-driven approach.
Keywords: Business model | Costs | Technology startups | Strategic management controls | Business model portfolio | Business model design
مقاله انگلیسی
7 From donation-based NPO to social enterprise: A journey of transformation through business-model innovation
از NPO مبتنی بر اهدا به شرکت اجتماعی: سفر تحول از طریق نوآوری در مدل کسب و کار-2020
Nonprofit organizations (NPO) have suffered from two interrelated bottlenecks: lack of funds and difficulties to grow and operate at scale. Business model innovation (BMI) has been found to be important to overcome those bottlenecks, but the extant literature is limited and lacks a solid empirical foundation. To explore this topic, we conducted a retrospective analysis of a single case study, tracking the evolution of an organizations business model as it went from being a traditional, donation-based NPO, to a dynamic sales-driven social enterprise (SE). As a result, the organization gained financial autonomy, scaled up operations and increased impact. Our findings add to the literature by identifying BMI change drivers and outcomes. We show how a platform-inspired business model can enhance value creation and value capture in a SE.
Keywords: Business model innovation | Social entrepreneurship | Value creation | Platforms
مقاله انگلیسی
8 Knowledge management capabilities and organizational risk-taking for business model innovation in SMEs
قابلیت های مدیریت دانش و ریسک پذیری سازمانی برای نوآوری در مدل تجاری در SME ها-2020
In today’s business environment with fast growing communication and information technologies, knowledge management (KM) capabilities are a valuable source for innovation. However, little is known about the particular KM capabilities that lead to business model innovation (BMI) and whether their effect is dependent upon the firm’s orientation towards risk-taking. We examine the impact internal and external KM capabilities have on BMI and how these effects are moderated by its risk-taking tolerance. We empirically analyze a sample of 197 small and medium-sized enterprises (SMEs) applying structural equation modeling (SEM) and fuzzy-set qualitative comparative analysis (fsQCA). The results from the SEM indicate that particularly external KM capabilities stimulate BMI. This relationship is strengthened for firms with a high risk-taking tolerance. Internal knowledge is only effective for firms with a low risk-taking tolerance. The fsQCA results substantiate these findings and refine the SEM by providing particular antecedent conditions for high levels of BMI.
Keywords: Business model innovation | Knowledge management capabilities | SMEs | Risk-taking tolerance | PLS path modeling
مقاله انگلیسی
9 Business models in process industries: Emerging trends and future research
مدل های تجاری در صنایع فرآیندی: روندهای نوظهور و تحقیقات آینده-2020
This article reviews the literature on business models in process industries. The review reveals that the business model concept has gained an increasing amount of attention in process-industrial research, but it also shows that the literature exhibits a lack of construct clarity and that it is developing in different domains, depending on the perspectives scholars have taken to study business models in process industries. Specifically, while innovation management scholars have explored the relationship between technological innovations and business models as well as the process and outcomes of business model innovation, scholars from the domain of production management have focused on value chain (re)configurations and taken a system-based perspective to consider boundary-spanning exchanges with key stakeholders in the design of business models. However, despite variance in the perspectives, the review further shows that works in these divergent domains point to a family of emerging themes and to common ideas that have not been explored together. This allows us to identify the particularities of business models in process industries and develop a definition of process-industrial business models, which extends prior business model literature into the process industry context. Furthermore, we synthesize these connections to develop an agenda for future, cross-disciplinary research on business models in process industries that assists cumulative theorizing and subsequent empirical progress.
Keywords: Business model | Business model innovation | Process industries | Production management | Innovation management | Literature review
مقاله انگلیسی
10 Prioritising business model innovation: What needs to change in the United Kingdom energy system to grow low carbon entrepreneurship?
اولویت بندی نوآوری در مدل کسب و کار: برای رشد کارآفرینی با کربن کم ، چه چیزی باید در سیستم انرژی انگلستان تغییر کند؟-2020
‘What needs to change in the United Kingdom energy system, to allow low carbon business models to thrive?’ Earlier work by the authors has reported that up to £21bn of new financial value could be available to electricity utilities by 2050, in a low-carbon UK power sector. This represents up to 30% of future electricity markets. To capture new value, electricity utility business models need to evolve. This research used an elite ‘decision theatre’ method, in the UK, USA, and Europe, to decide on the most important changes required to the energy system to enable new [low-carbon] utility business models to thrive. The results show that there is substantial agreement on the five requirements for change, these are: (1) Clear national heat and electric transport strategies; (2) Commitment to sufficient carbon prices; (3) Simpler, principles-based regulation across the energy value chain; (4) Accessible markets for flexibility and other energy services; and (5) Managing consumers’ exposure to risk. These were the changes that participants considered most important to foster low-carbon utility business model innovation. This work suggests focusing on business model innovation as opposed to technological innovation could accelerate decarbonisation, and extends the use of the Decision Theatre method in social science energy research.
مقاله انگلیسی
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