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Oliver Gassmann
Title
Prof. Dr.
Last Name
Gassmann
First name
Oliver
Email
oliver.gassmann@unisg.ch
Phone
+41 71 224 72 21
Homepage
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1 - 10 of 18
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PublicationNeue Geschäftsmodelle erfolgreich entwickeln und umsetzen: Ansätze zur Steuerung und Organisation von Geschäftsmodellinnovationen(Beck, 2017)
;Emmonet, SusanneAmann, CarstenType: journal articleJournal: Controlling : Zeitschrift für erfolgsorientierte UnternehmenssteuerungVolume: 29Issue: 2 -
PublicationType: journal articleJournal: Harvard Business ManagerVolume: 34Issue: 6
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PublicationSpin-offs as Core Vehicles for Business Model Innovation: An Attention-Based View( 2016-06-15)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.Type: conference paper
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PublicationIntra-firm Networks and Novelty-centered Business ModelsThe 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.Type: conference paper
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PublicationBusiness Model Innovation and Intellectual Property Management(Academy of Management (AOM), 2013-08-09)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.Type: conference paperDOI: 10.5465/AMBPP.2013
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PublicationType: book
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Publication
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PublicationExploring the Field of Business Model Innovation - New Theoretical PerspectivesPresenting a broad literature review of scholarly work in the area of Business Model Innovation, this book analyses 50 management theories in the context of BMI to yield valuable new insights. Research on BMI is still in its infancy and has so far proved to be more than just a sub-discipline of strategy or innovation research. Exploring the field of Business Innovation demonstrates the importance of the discipline as a more specialized management research field and offers new understandings of this important subject. It presents ‘grand theories’ that will help researchers approach BMI through a different angle and describes business models as phenomena, enabling readers to understand their patterns and mechanisms. Reviewing the most important academic work on the subject over the last 15 years, the authors aim to open up the debate and inspire researchers to look at this phenomenon from new and different angles.Type: book
Scopus© Citations 73 -
PublicationThe Business Model Navigator : 55 Models that will revolutionise your BusinessA strong business model is the bedrock to business success. But all too often we fail to adapt, clinging to outdated models that are no longer delivering the results we need. The brains behind The Business Model Navigator have discovered that just 55 business models are responsible for 90% of the world's most successful businesses. These 55 models - from the Add-On model used by Ryanair to the Subscription model used by Spotify - provide the blueprints you need to revolutionise your business and drive powerful change. As well as providing a practical framework for adapting and innovating your business model, this book also includes each of the 55 models in a quick-read format that covers: * What it is * Who invented it and who uses it now * When and how to apply it "An excellent toolkit for developing your business model." Dr Heinz Derenbach, CEO, Bosch Software InnovationsType: book