Table 1 A “boundary approach” for BMI... | Emerald Publishing

Table 1

A “boundary approach” for BMI development in the current digital and sustainable landscape

The main advantages
of boundary strategies →	for BMI development →	in the current digital and sustainable landscape
To gain access to resources	To extend competitive advantage sustainability	To speed up the access to resources
Access to resources/capabilities that are difficult to replicate and/or to acquire on the market	Obtain more defensible and sustainable competitive advantage positions	Sooner access to critical resources for increase competitive advantage and compliance with regulatory changes in sustainability and digital transformation
To increase creativity and innovation	To expand the know-how	To foster open innovation through new touch points
Increase creativity and innovation outside of the corporate boundaries by improving the firm-environment relationship and enhancing the corporate image and reputation	Develop new knowledge, increase building blocks fit and improve corporate culture	Foster sharing knowledge and open innovation processes thanks to digital connections. Allow to activate actions and strategic reactions to socio-environmental dynamics
To perk up your ears	To change the rules of the game	To catch and “make sense” of weak signals
Foster the firm’s capability to grasp external stimulus driven by current and emerging mega-trends	Opportunity to acquire privileged competitive positions and even to rewrite the “rules of the game”	Permit to capture weak signals from the business market thanks to the relations among different actors by defining more impactful strategies related to digital and sustainability
To exploit ICT	To exploit predictive analysis for decision-making	To speed up information analytics
Exploit information technologies to manage a large amount of data by increasing firms' portfolios of resources and knowledge	Support the information and control systems and decision-making processes especially in a long-term – and in a predictive – view	Guide an easier and faster interpretation of information, as well as their quicker use in inter-firm systems, essential to managing the firm’s process complexity in the digital and sustainability-oriented world
To improve operations performance	To increase the value creation from innovation	To improve the reaction capability to the external shocks
Improve the supply chain’s flexibility, reduce time to market and maximize potentiality and speed of operations processes to create more innovative outputs	Reduction of risks of the innovation process with positive impacts on the firm’s competitive and financial performance	Increase the reaction capability along the entire supply chain facilitating the quick adaptation of the overall operating production processes to changes in the market and regulatory references
To reduce costs	To achieve cost advantages	To support supply chain redesign
Share processes and activities by minimizing operating costs and implement a cost control plan and budgeting	Acquire competitive advantage positions through the implementation of cost strategies and systems of inter-organizational strategic cost management	Allow to adapt to the changes required by the environment and to redesign the entire supply chain to satisfy more effectively conscious and technological customers
To promote new value systems	To develop linking and bearing strategies	To foster information sharing
Promote new inter-organizational relationships based on the cooperation, collaboration and communication between firms’ networks	Manage the relationships with external partners thanks to linking” and “bearing” strategies	Rise the connection among corporate teams/units of several firms permanently digital-connected favouring the circulation of information and the joint fertilization of knowledge
To promote the training of managers for inter-organizational management	To exploit the value proposition	To exploit the boundary managers
Exploit the capabilities of top managerial figures devoted to the management of boundaries, namely boundary managers	Generate new ideas and skills to enrich the value proposition and the value creation process by creating successful inter-organizational links between different firms	Exploit the boundary managers’ capabilities through international relational and/or exchange systems to use digital technologies and manage the sustainability processes

The main advantages
of boundary strategies →	for BMI development →	in the current digital and sustainable landscape
To gain access to resources	To extend competitive advantage sustainability	To speed up the access to resources
Access to resources/capabilities that are difficult to replicate and/or to acquire on the market	Obtain more defensible and sustainable competitive advantage positions	Sooner access to critical resources for increase competitive advantage and compliance with regulatory changes in sustainability and digital transformation
To increase creativity and innovation	To expand the know-how	To foster open innovation through new touch points
Increase creativity and innovation outside of the corporate boundaries by improving the firm-environment relationship and enhancing the corporate image and reputation	Develop new knowledge, increase building blocks fit and improve corporate culture	Foster sharing knowledge and open innovation processes thanks to digital connections. Allow to activate actions and strategic reactions to socio-environmental dynamics
To perk up your ears	To change the rules of the game	To catch and “make sense” of weak signals
Foster the firm’s capability to grasp external stimulus driven by current and emerging mega-trends	Opportunity to acquire privileged competitive positions and even to rewrite the “rules of the game”	Permit to capture weak signals from the business market thanks to the relations among different actors by defining more impactful strategies related to digital and sustainability
To exploit ICT	To exploit predictive analysis for decision-making	To speed up information analytics
Exploit information technologies to manage a large amount of data by increasing firms' portfolios of resources and knowledge	Support the information and control systems and decision-making processes especially in a long-term – and in a predictive – view	Guide an easier and faster interpretation of information, as well as their quicker use in inter-firm systems, essential to managing the firm’s process complexity in the digital and sustainability-oriented world
To improve operations performance	To increase the value creation from innovation	To improve the reaction capability to the external shocks
Improve the supply chain’s flexibility, reduce time to market and maximize potentiality and speed of operations processes to create more innovative outputs	Reduction of risks of the innovation process with positive impacts on the firm’s competitive and financial performance	Increase the reaction capability along the entire supply chain facilitating the quick adaptation of the overall operating production processes to changes in the market and regulatory references
To reduce costs	To achieve cost advantages	To support supply chain redesign
Share processes and activities by minimizing operating costs and implement a cost control plan and budgeting	Acquire competitive advantage positions through the implementation of cost strategies and systems of inter-organizational strategic cost management	Allow to adapt to the changes required by the environment and to redesign the entire supply chain to satisfy more effectively conscious and technological customers
To promote new value systems	To develop linking and bearing strategies	To foster information sharing
Promote new inter-organizational relationships based on the cooperation, collaboration and communication between firms’ networks	Manage the relationships with external partners thanks to linking” and “bearing” strategies	Rise the connection among corporate teams/units of several firms permanently digital-connected favouring the circulation of information and the joint fertilization of knowledge
To promote the training of managers for inter-organizational management	To exploit the value proposition	To exploit the boundary managers
Exploit the capabilities of top managerial figures devoted to the management of boundaries, namely boundary managers	Generate new ideas and skills to enrich the value proposition and the value creation process by creating successful inter-organizational links between different firms	Exploit the boundary managers’ capabilities through international relational and/or exchange systems to use digital technologies and manage the sustainability processes

Source(s): Table by authors