Now showing 1 - 10 of 26
  • Publication
    Capturing value from Business Models: The role of formal and informal protection strategies
    As an overarching concept a business model describes how a firm creates and captures value for itself, its customers, and its partners. Although research has highlighted the importance of value creation and capture of business models, it primarily focused on the value creation mechanisms and neglected aspects of value capturing: Until to date, little is known about how firms attempt to protect their business models from competition, which is a critical component of value capture. Drawing on a sample of 24 cases, we explore how business models relate to IP protection mechanisms for value capture and derive a business model protection framework. Our empirical study reveals that the choice of IP protection is contingent on the applied business model. Whereas some razor and blade business models are characterized by a high degree of both formal and informal protection, firms operating franchising business models put higher emphasis on informal protection strategies. Firms running the pay-per-use business model or the multi-sided platform business model apply formal and informal protection strategies to a medium degree in order to capture value. Our findings extend business model literature on novel insights on intellectual property management and also extend the ‘profiting from innovation literature’ on protection mechanisms in the context of business models.
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  • Publication
    The antecedents of open business models : an exploratory study of incumbent firms
    Firms engage increasingly in open business models. While most research has previously focused on typologies or challenges of open business models, their specific antecedents have not been studied so far. We use data from eight open business model cases to explore this question and identify five main antecedents of open business models: (1) business model inconsistency, (2) need to create and capture new value, (3) previous experience with collaboration, (4) open business model patterns, and (5) industry convergence. Based on openness characteristics from the existing literature, we differentiate four basic types of open business models and develop an initial understanding of the relevance of the identified antecedents for each of them. We thereby provide first guidelines for practitioners in choosing the right form of business model openness for their company.
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    Scopus© Citations 61
  • Publication
    The 4I-framework of business model innovation : A structured view on process phases and challenges
    Business model innovation has received rising attention as a means for firms to achieve superior performance. Yet, as we argue based on a review of related literature, the research field so far lacks a comprehensive framework that supports managers in their endeavour to innovative their firms' business models. Based on process models from innovation management literature and insights from 14 cases of past business model innovations, we develop the 4I-framework that structures the business model innovation process and highlights the specific challenges which managers face during the initiation, ideation, integration, and implementation of new business models. Through our study, we also provide a conceptual framework to organise existing literature in the business model innovation field and identify promising areas for future research.
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    Scopus© Citations 239
  • Publication
    Network configuration, customer centricity, and performance of open business models : A solution provider perspective
    While research has shown a positive impact of open business models on value creation, it has remained silent on the configuration of the corresponding partner networks and their effect on performance. Studying three cases of solution providers which involve external service partners for solution delivery, we find that solution customer centricity - the degree to which the focal firm focuses on solution customers in the joint delivery of solutions - moderates the relationship between partner networks and open business model performance. For open business models with low solution customer centricity, a network configuration characterized by many weak ties to service partners leads to superior performance. Conversely, for open business models with high solution customer centricity, few but strong ties to partners lead to superior performance. Based on these findings, three ideal configurations of networks for open business models are derived: the controlled, the joint, and the supported model. The findings of this paper are especially relevant for managers of product-focused firms who seek guidance in evolving their business models into solution providers. The paper also contributes to business model research by linking extant insights from network research to open business model performance.
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    Scopus© Citations 88
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  • Publication
    Spin-offs as Core Vehicles for Business Model Innovation: An Attention-Based View
    This study explores corporate spin-offs as core vehicles for business model innovation in incumbent firms. Business model innovation includes the discovery of entirely new ways of creating and capturing value and requires firms to look beyond their industry boundaries. Following the attention-based view of the firm, a favorable organizational set-up has to be established in order to seize and act upon the exploration of such novel opportunities. Therefore, we first study the organizational structures of four spin-offs, how these affected the regulation of attention and, in turn, influenced the spin-off initiative in achieving business model innovation. Based on an in-depth study of four cases, we contribute to literature on business model innovation, spin-offs and the attention-based view.
  • Publication
    Intra-firm Networks and Novelty-centered Business Models
    The business model is referred to as a boundary-spanning activity system, which focuses on a focal firm while at the same time taking into account the value creating and value delivering activities of partners, suppliers and customers. While past research has predominantly focused on value creating and delivering mechanisms of business models we go beyond this transactional dimension and extend business model literature on social relationships between participants, who create novelty-centered business models. In particular, we examined intra-firm networks of business model innovation project teams and their effects on the creation of novelty-centered business model innovations. An analysis of 76 intra-firm network configurations in 20 incumbents within the service and manufacturing industry confirmed our hypotheses. Tie strength between business model innovation project teams and their interacting organizational subunits shows a U-shaped relationship with novelty-centered business model design, whereas network closeness and novelty-centered business models are positively, linear related.
  • Publication
    Business Model Innovation and Intellectual Property Management
    As an overarching concept a business model describes how a firm creates and captures value for itself, its customers, and its partners. Although research has highlighted the importance of value creation and capture of business models, it primarily focused on the value creation mechanisms and neglected aspects of value capturing: Until to date, little is known about how firms attempt to protect their business model innovations from competition, which depicts one aspect of value capturing. Drawing on a sample of 24 cases, we derive a business model protection framework, which provides insights about how business models relate to IP protection mechanisms for value capture. Our empirical study reveals that the choice of IP protection is contingent on the applied business model. While some business models are characterized by both a high degree of formal and informal protection, others primarily apply informal protection mechanisms to profit from business model innovation.
  • Publication
    The Open Business Model : Towards a Common Understanding of an Emerging Concept
    (EURAM European Academy of Management, 2013-06-26) ; ;
    Along with the emergence of phenomena such as value co-creation, firm networks, and open innovation, open business models have achieved growing attention in research. Scholars from different fields use the open business model, largely without providing a definition. This has led to an overall lack of clarity of the concept itself. Based on a comprehensive review of scholarly literature in the field, we carve out commonalities and differences in the perceived nature of the open business model. Consulting additional literature and cases on open innovation and business models we resolve the tensions found, putting a special focus on the relationships between open business models, open innovation, and business models in general. The resulting definition and conceptual framework structure the three fields and provide a set of differentiation criteria that should lead to a more consistent and deliberate use of the open business model concept in the future.