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Tobias Weiblen
Former Member
Title
Dr.
Last Name
Weiblen
First name
Tobias
Phone
+41 71 224 7225
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1 - 10 of 21
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PublicationBusiness model innovation processes in large corporations: insights from BASFPurpose Despite the fact that business model innovation (BMI) has attracted intense attention from scholars and practitioners alike, practicable knowledge on the organizational implementation of BMI efforts in large multinational corporations is rather rare. This paper aims to investigate how BMI is managed in the complex environment of the chemical industry based on a study at BASF SE, a leading global chemical company. Design/methodology/approach The empirical data draw from six case studies (i.e. six BMI projects) within BASF which were observed in the 2010-2014 timeframe. Findings There is not one uniform BMI process archetype. Three different types can be identified, whereby the degree of technology involvement and the maturity of this technology act as determining factors for the form of the process and its organizational implementation. Originality/value This paper profits from its unique empirical setting, which allows identifying practices for the organizational implementation of systematic BMI processes in large corporations. The guidelines derived are highly relevant for general managers and business development departments.Type: journal articleJournal: JOURNAL OF BUSINESS STRATEGYVolume: 38Issue: 2
Scopus© Citations 22 -
PublicationEngaging with Startups to Enhance Corporate Innovation(Haas School of Business, University of California, 2015-03-15)
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PublicationA Six-Step Approach to Business Model InnovationIn both theory and practice, business model innovation is acknowledged as an important means to gain a competitive edge. Designing a new business model, however, requires profound knowledge, experience and skills. To support the task, practitioners can rely on a set of techniques, namely cases, component-based approaches, taxonomies, conceptual models, causal loop diagrams and design patterns. We argue that these techniques only provide valuable support during specific steps of the design process. In addition, there is a tendency towards focusing on model-internal consistency while neglecting the organisation's actual mission and external business environment. Therefore, this study proposes a complementary six-step approach to business model innovation, which is based on the principles of ‘networked thinking'. This holistic and systemic approach comprises features of established techniques and explicates assumptions about the organisation's specific business situation. It gives entrepreneurs, decision makers and managers a better handle on structuring, communicating and evaluating different business model designs.Type: journal articleJournal: International Journal of Entrepreneurship and Innovation ManagementVolume: 18Issue: 4
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PublicationThe antecedents of open business models : an exploratory study of incumbent firmsFirms 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.
Scopus© Citations 65 -
PublicationType: journal articleJournal: Journal of Multi Business Model Innovation and TechnologyVolume: 2Issue: 1
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PublicationThe 4I-framework of business model innovation : A structured view on process phases and challenges(Inderscience Publishers, 2013-06-01)
Scopus© Citations 257 -
PublicationNetwork configuration, customer centricity, and performance of open business models : A solution provider perspectiveWhile 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.Type: journal articleJournal: Industrial Marketing ManagementVolume: 42Issue: 5
Scopus© Citations 90 -
PublicationVirtual Organization Breeding Environments in the ICT Industry: Opportunities and Barriers(International Society for Professional Innovation Management ISPIM, 2014-06-08)
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PublicationAchieving business model innovation in large corporations(Fraunhofer-Verl., 2014-06-06)
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PublicationBusiness models for frugal innovation : the role of Resource-Constraints(Fraunhofer-Verl., 2014-06-06)
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