By Oliver Gassmann, Karolin Frankenberger, Roman Sauer
Presenting a vast literature evaluation of scholarly paintings within the zone of commercial version Innovation, this new e-book analyses 50 administration theories within the context of BMI to yield worthy new insights. learn on BMI continues to be in its infancy and has to this point proved to be greater than only a sub-discipline of method or innovation examine. Exploring the sphere of industrial Innovation demonstrates the significance of the self-discipline as a extra really expert administration learn box and gives new understandings of this significant topic. It provides ‘grand theories’ that may support researchers process BMI via a special perspective and describes company versions as phenomena, permitting readers to appreciate their styles and mechanisms. Reviewing crucial educational paintings at the topic over the past 15 years, the authors target to open up the controversy and encourage researchers to examine this phenomenon from new and diversified angles.
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Additional info for Exploring the Field of Business Model Innovation: New Theoretical Perspectives
The core philosophy of the research team builds on an extensive study of the vast majority of all successfully developed business models over the past 50 years plus a number of pioneering ones from the past 150 years. The central finding is that 90 per cent of all business models are built on the basis of 55 repetitive patterns. In a more theoretical manner, this view on business models builds on such scholars as Baden-Fuller and Morgan (2010) and Doganova and Eyquem-Renault (2009). These studies highlight the fact that business models may act as a blueprint or template and regard BMI activities as a form of imitation.
GASSMANN ET AL. They define the cornerstones of business models as answers to the following four questions. 1. Who? Every business model serves a certain customer group (Hamel, 2000). ’ (Magretta, 2002). 2. What? The second dimension describes what is offered to the customer, or put differently, what the customer values. This notion is commonly referred to as the value proposition (Teece, 2010). 3. How? To build and distribute the value proposition, a firm has to master several processes and activities.
2004). Competing with dual business models: A contingency approach. Academy of Management Executive, 18(3), 22–36. , & Sosa, L. (2013). Pioneering and first mover advantages: The importance of business models. Long Range Planning, 46(4–5), 325–334. E. (2015). Unlocking the hidden value of concepts: A cognitive approach to business model innovation. Strategic Entrepreneurship Journal, 9, 99–117. L. (2014). Business model innovation. 420–441). Oxford: Oxford University Press. , & Allen, J. (2005).