| 1. |
- Björkdahl, Joakim, 1975, et al.
(author)
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Business model innovation processes: Looking forward and looking backward
- 2016
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In: 2016 Annual Meeting of the Academy of Management, August 5-9, Anaheim, California.
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Conference paper (peer-reviewed)abstract
- Business model innovation processes in established firms that are running profitable businesses are currently poorly investigated. By drawing on the problem-solving perspective, this papers shows that the identification and formulation of problems guide business model innovation processes. Findings from case studies of three world leading manufacturing firms show that the main encountered business model problems included product-market fit, value capture failure, and customers’ lack of trust and risk aversion towards novel solutions. Based on the empirical evidence, this paper proposes determinants necessary for progression of the business model innovation process: (1) By theoretically equating business model innovation processes with search, to profit firms shift from experiential or backward-looking search to forward-looking or cognitive search to create or discover new business model options. This shift is not sufficient for business model innovation; (2) To progress there may be a need for changes in the complexity of the problems, altering the firm’s fitness landscape allowing for backward- looking problem-solving by drawing on existing knowledge and capabilities, and (3) Firms need to ‘risk their business’ by moving from offline evaluation to online evaluation for the business model innovation to come to fruition. In the general case, each of the main problems may need to progress across (1)-(3) for a business model innovation to emerge. The contribution of the paper is a change in the unit of analysis by focusing on problem formulation and problem solving, and introduces a mechanism for explaining how business model innovation processes unfolds. This mechanism is also able to handle prior explainations on business model innovation processes; the sequential and experimental approaches.
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| 2. |
- Björkdahl, Joakim, et al.
(author)
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Organizing for parallel business models in established firms
- 2018
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In: Academy of Management Proceedings.
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Conference paper (peer-reviewed)abstract
- Prior business model innovation research has paid little attention to the various choices and decisions of organizing for parallel business models. This paper explores how established firms organize for new business models that are to be run in parallel with their primary business model. Empirically we study how Skanska and IKEA, two multinational corporations developed new business models by industrializing construction. Neither full separation nor full integration was a panacea for how to organize a new business model running in parallel with the primary because the firms were unable to determine what to organizationally integrate or separate prior to implementation of the new business model. The paper argues that firms are unlikely to know how to organize for parallel business models before they know how the new business model will operate.
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| 3. |
- Dopfer, M., et al.
(author)
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Adapt and strive: How ventures under resource constraints create value through business model adaptations
- 2017
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In: Creativity and Innovation Management. - : Wiley. - 0963-1690 .- 1467-8691. ; 26:3, s. 233-246
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Journal article (peer-reviewed)abstract
- This paper looks into how new ventures organize their business models in order to meet their available resources. It employs the business model as the unit of analysis to investigate the role and nature of business model adaptation as a coping mechanism with resource constraints. By drawing on a case study with two ventures starting with different resources, the paper shows how those ventures use business model adaptation under resource constraints as a way to create comparable offerings. Business model adaptation involves a process of continuous search, selection, and improvement in value creation, value proposition, and value capture, based on the surrounding environment. For the two new ventures included in this study, early business model adaptations were related to (1) market geography and customer, (2) strategy marketing, sales, and growth, (3) profit profit formula and cost structure, and (4) structures, processes, and capabilities. This paper also shows how the adaptation process is conditioned by the venture's stock and flow of resources. Bringing a resource perspective into the process of business model adaptation implies practical implications for new ventures that are developing and adapting their business models to strategically co-develop their offering with their resources such that they match required adaptations.
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| 4. |
- Fallahi, Sara, 1985
(author)
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A Process View of Business Model Innovation
- 2017
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Doctoral thesis (other academic/artistic)abstract
- In an era of globalization, cross-fertilization of technologies and industries, and changing markets, firms are introducing new ways of creating or capturing value through Business Model Innovations (BMI). In recent years, BMI has become one of the priorities of practitioners, and has attracted the interest of scholars since product or process innovations on their own are perceived insufficient in the current internet era when other sources of competitive advantage are being needed. However, BMI can be difficult to manage for many firms, and despite increasing debate in the field, there is a lack of understanding about how BMI processes unfold. The purpose of this thesis is to explore BMI processes in multiple industrial and organizational contexts. To achieve this, the thesis is based on four papers written during the course of this PhD research which draw on empirical studies of diverse industries such as manufacturing, automotive, construction, publishing, and home furnishing. The firms studied in this thesis are new ventures developing new Business Models (BMs), Small and Medium-sized Enterprises (SMEs), and multinational corporations that have been working with BMI, either in parallel or as a substitute to their existing BMs. The empirical observations support the distinction of two approaches to BMI: purposeful and unintentional. Purposeful BMI tends to be planned and starts with attentive cognitive search for a new BM, including recursive conceptualization, creation and offline evaluation of alternative BMs. The process is followed by experiential learning and adaptation of the new BM. Unintentional BMI refers to the emergence of a new BM as an outcome of the resolution of one or a number of major BM problems, to support other innovation activities. Thus, unintentional BMI processes take off from existing BMs and are characterized by a sequence of major problem formulation and solving which are orchestrated by shifts between experiential and cognitive search for solutions. My observations suggest that the antecedents to BMI may explain why in some cases, BMIs emerge unintentionally and in others firms embark purposefully on BMI. I discuss organizational implementation of BMIs in relation to how firms decide about the degree of separation and integration between parallel BMs. It is argued that the decision about how to structure parallel BMs cannot be made ex ante but emerges through the process of search for a new BM. The contributions of this thesis are threefold; First it contributes to the emerging conceptualizations of BMI processes by explaining how BMI processes unfold in the two distinct spaces of ‘new BM design’ and ‘existing BM transformation’. Second, the thesis contributes to the BMI literature by introducing problem as a mechanism and theoretical construct for understanding BMI processes in established firms. While the prior literature emphasizes patterns of shift between cognitive search and experiential learning when firms search for a new BM, they do not explain under what circumstances firms embark on either mode of search. Using the problem as the unit of analysis provides an important theoretical basis for conceptualizing the dynamics of the BM by understanding sequential shifts between the two modes of learning along the BMI process. Third, the thesis contributes to the growing debates on how to organize parallel BMs by showing that what is to be separated between the BMs depends on the specific context of the firm. Prior to answering the question of how separated parallel BMs should be, firms need to make sure that they have a viable BM and understand how it operates.
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| 5. |
- Fallahi, Sara, 1985-
(author)
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In Search of a Route Map: Exploring Business Model Innovation Processes in Established Firms
- 2018
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In: Academy of Management Proceedings.
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Conference paper (peer-reviewed)abstract
- Since the millennium, discussion of business models as important vehicles and sources of innovation has increased. This paper explores the process of business model innovation in seven established firms from various industries. The findings provide evidence that business model innovation can follow a purposeful, or an unintentional and emerging process. Purposeful business model innovation occurs under conditions of perceived threats and is characterized by greater uncertainty, and the parallel design and implementation of several new business model elements that are organized in a separate business. The analyses reveal also that when embarking on the emerging process, the intention of managers was not necessarily to renew the firm's business model but rather to work on the design and development of a new value proposition. However, the complementarities among business model elements directed their attention to the changes required in other business model elements which ultimately resulted in a new business model as the process outcome. The main contribution of this paper is therefore to business model research by providing an explanatory, rather than prescriptive, approach to the process of business model innovation.
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| 6. |
- Fallahi, Sara, 1985-, et al.
(author)
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Organizing business model innovation in established firms
- 2016
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Conference paper (peer-reviewed)abstract
- Research focusing on business model innovation tends to either be case-based, studying the transformation of a firm’s business model, or normative in terms of how to implement new business models. Prior research has tended to neglect the various choices and decisions of the organization for business model innovation and the mechanisms that lead to good or poor business model implementation performance. This paper identifies mechanisms that influence the performance of the business model innovation process. Empirically, the paper draws on two case studies of two multinational firms, Skanska and IKEA, and how they organized their business model innovation processes. The paper identifies four mechanisms, including search, leadership, commitment, and external collaboration, derived from within-case and cross-case analysis. The paper contributes to the growing field of business model innovation by showing important mechanisms that influence the potential and performance of the implemented business model innovations.
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| 7. |
- Karlsson, Marianne, 1956, et al.
(author)
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A National Approach to Assessing the Impacts of Mobility-as-a-Service (MaaS)
- 2019
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In: Proceedings ICOMAAS. 2nd International Conference on Mobility as a Service. ; , s. 357-365
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Conference paper (peer-reviewed)abstract
- To systematically assess the environmental, economic and social impacts of different types of MaaS, a common evaluation framework is essential. Within the KOMPIS project, a framework is developed with a basis in former projects (e.g. MaaSiFiE and IRIMS), complementary literature studies, and workshops involving different stakeholders. The framework consists of three interrelated levels; a traveller level, an organizational business level, and a societal level. For each level, performance indicators (KPIs) of ecologic, economic, and social impacts have been formulated as well as a specification of the data that must be collected. In addition, for each level a model describes the interdependency between factors termed ‘preconditions’, ‘evaluation/decision’ and ‘action’. These factors explain and describe background information that is to be collected in order to explain the outcome of impact assessments. The framework and associated data collection tools are available on the KOMPIS project website. In a next phase, feedback is to be provided by MaaS pilots to further develop the framework and related tools.
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| 8. |
- Olsson, Linda, 1980-, et al.
(author)
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Circular Business Models for Extended EV Battery Life
- 2018
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In: Batteries. - : MDPI AG. - 2313-0105. ; 4:4
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Journal article (peer-reviewed)abstract
- In the near future, a large volume of electric vehicle (EV) batteries will reach their end-of-life in EVs. However, they may still retain capacity that could be used in a second life, e.g., for a second use in an EV, or for home electricity storage, thus becoming part of the circular economy instead of becoming waste. The aim of this paper is to explore second life of EV batteries to provide an understanding of how the battery value chain and related business models can become more circular. We apply qualitative research methods and draw on data from interviews and workshops with stakeholders, to identify barriers to and opportunities for second use of EV batteries. New business models are conceptualized, in which increased economic viability of second life and recycling and increased business opportunities for stakeholders may lead to reduced resource consumption. The results show that although several stakeholders see potential in second life, there are several barriers, many of which are of an organizational and cognitive nature. The paper concludes that actors along the battery value chain should set up new collaborations with other actors to be able to benefit from creating new business opportunities and developing new business models together.
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