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Roman Sauer
Former Member
Title
Dipl.Ing. (Univ.)
Last Name
Sauer
First name
Roman
Now showing
1 - 10 of 18
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PublicationType: journal articleJournal: Long Range PlanningVolume: 52Issue: 3
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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: Wirtschaftspolitische BlätterIssue: 2
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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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PublicationThe Role of Attention Distribution in Digital Collaboration( 2016-06-01)Papaux, EdouardType: conference paper
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PublicationBalancing Ambidexterity Modes Across Domains and Over Time: Dynamic Business Model Implementation( 2016)This case study analyzes how one of the world’s biggest building material suppliers implemented a business model innovation in parallel to its traditional business in Indonesia. The new business model exceeds the profit level of the conventional business and has become a promising business field. We investigate the role of ambidextrous firm behavior on multiple levels and over time for the implementation of the business model innovation. First, the company has organized the business model innovation based on domain separation. Second, it has steered various modes of ambidexterity across multiple domains and over time. In doing so, the company featured a highly dynamic ambidextrous behavior. Based on the in-depth case study, we contribute to literature on business model innovation and ambidexterity.Type: conference paper
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PublicationHow the cognition of the entrepreneurial agent shapes a startup's business model development( 2015-06-26)
;Dopfer, MartinaType: conference paper -
PublicationSpin-Offs as Core Vehicles for Strategic Renewal and External Knowledge Sourcing: An Attention Based View(SMS Strategic Management Society, 2015-10-03)This study explores corporate spin-off initiatives as core vehicles for strategic renewal in incumbent firms. In contrast to prior research that considers spin-offs as a means to exploit knowledge inherited from the parent firm, we investigate how spin-offs are used for the exploration of knowledge. Research implies that firms will seize novel resources if their attention is directed to the external environment. Following the attention-based view of the firm, a favorable organizational set-up has to be established. Therefore, we first study the organizational structures of four spin-off initiatives, how these affected the regulation of attention and, in turn, influenced the spin-off initiative in acquiring new knowledge.. Based on an in-depth study of four cases, we contribute to literature on strategic renewal, spin-offs and the attention-based view.Type: conference paper
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PublicationBusiness Model Transfer to Emerging Markets: A Case in the Construction Business( 2015-06-26)This study explores in what way ambidextrous firm behavior supported the successful implementation of a business model innovation at a traditional construction material company. We analyze how one of the worldwide leading producers in this industry has launched a novel business model in an emerging market. By analyzing the implementation process of the business model's value chain activities, we find that the use of four different modes of ambidexterity, namely contextual, temporal, structural and domain separation facilitated the successful implementation of the new business model.Type: conference paper
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PublicationA Technology-Centered Framework for Product-Service SystemsProduct-Service Systems (PSS) integrate product and service elements and thus are a basis for better differentiation from the competition, better fulfillment of customer demand and sustainability. Scientific approaches describing PSS often neglect the key resource technology; despite the fact that great potential for innovations can be achieved through disruptive technologies and an extended view on technologies. Extending the view means incorporating services and infrastructure in the technology management of PSS. To meet that research gap, we present a framework describing a layer model for PSS including goals on the upper level, PSS elements at medium level and technologies at the bottom. The layers are connected by means-end relations to highlight the correlations between goals and PSS elements as well as PSS elements and technology.Type: conference paperVolume: Volume 16