Research on BMI process
| Research | Topic | Context | Method | Findings related to BMI process |
|---|---|---|---|---|
| Arbussa et al. (2017) | Strategic agility-driven business model renewal | SME in the service sector | A longitudinal, in-depth, single case study of temporary work agency in Spain | Strategic sensitivity is less natural and, therefore, more critical to SMEs, while resourcefulness enables SMEs to overcome limitations of size The case SME changed its value proposition, value chain, and cost and revenues BM components |
| Berends et al. (2016) | How established organisations develop new business models over time | BMI trajectories by established organisations | Longitudinal case studies of 4 BMI trajectories | BM innovation is a complex process where action and cognition intertwine. It is not a two-step process where BM is first developed as a cognitive representation and then implemented at a later point. Instead, it is a multi-step, multi-mechanism learning process that can occur through “drifting” and “leaping” patterns |
| Bucherer et al. (2012) | Systematic investigation of similarities and differences between product and BM innovation | Established and new firms | Multiple case study of 11 existing cases of business model innovation | Found strong similarities between product innovation and BMI |
| Chesbrough (2010) | Barriers to BMI | Established firms | Illustrative examples | BMI tools, such as maps, are helpful, but organisational processes must also change. Companies must adopt an effectual attitude towards business model experimentation |
| Cortimiglia et al. (2016) | Relation of BMI to strategy-making process (SMP) | Companies in all industries having SMP | Mixed-method approach, combining a quantitative survey among 138 firms (from<50 to>500 employees) involved in SMP and BMI (to understand when BM design and improvement occur), and a qualitative multiple case study involving four e-business platform firms (to address how BM design and improvement evolve) | Empirically validates the arguments that BM design and improvement are more likely to be positioned in the strategic alternatives implementation stage of the SMP, and BM is related to strategy execution Most companies tend to design or improve the key activities and key resources (i.e. the value creation components of BM) first, and then innovate all the other BM components |
| Demil and lecocq (2010) | BM evolution | Football club | Illustrative example | The role of management is to monitor and act on uncertainties, and to ensure that the BM components are adjusted to meet the changing requirements Three specific tasks for managing BM dynamics: (1) monitor the external and internal risks and uncertainties that may harm the BM; (2) anticipate the potential consequences; and (3) implement actions to modify the BM in such a way that the performance of the company is preserved or increased |
| Foss and saebi (2017) | Comprehensive systematic review of the BMI literature | 150 peer-reviewed scientific articles on BMI published between 2000 and 2015 | Research model for future business model innovation (BMI) consisting of external and internal antecedents, BMI, outcomes and moderators | |
| Frankenberger et al. (2013) | Framework of BMI process | Not explicit | Multiple case study of 14 cases of past business model innovations from six multinational firms of different industries, with headquarters in Switzerland and Germany and involved in the research project | Shows that there exists a structured process for business model innovation that includes four process stages: initiation, ideation, integration and implementation |
| Heikkilä and Heikkilä (2013) | Collaborative BMI process for networked services | Emerging business networks in Industry, health and well-being | Two longitudinal action research cases of BMI | A model of the BMI process within a business network. BMI requires the development of the BM itself, as well as mutual learning and harmonisation of operations between partners |
| Johnson et al. (2008) | Reinventing the BM | Not explicit | n/a | (1) Articulate what makes your existing model successful. For example, what customer problem does it solve? How does it make money for your firm? (2) Watch for signals that your model needs to be changed, such as tough new competitors on the horizon (3) Decide whether reinventing your model is worth the effort. The answer is only “yes” if the new model changes the industry or market |
| Laudien and daxböck (2017) | BMI processes of average market players | Small- and medium-sized firms that are “average” German manufacturing firms in B2B markets | Multiple case study involving 10 small and medium-sized firms, which are neither market leaders nor niche market leaders and which have average key performance indicators | Experience business model innovation as a highly emergent and very often unintended process. Levels: (1) recognise a misfit in the way business is conducted (2) implement changes in BM (initial changes to the BM only concern either the value creation component or the value delivery component) (3) a further change is made to the BM (requires the help of network partners to do so) (4) Deliberate BMI |
| Lindgren (2012) | BMI leadership in SMEs | SMEs in the USA and EU | Action research among 35 US and EU SMEs and 97 of their BMI projects | BMI is carried out in businesses in many different ways related to the various BMI tasks. However, very few of the enterprises we investigated engage in BMIL and very few really have a BMIL strategy |
| Mcgrath (2010) | Discovery-driven approach to BMs | Not explicit | n/a | The BM concept is a powerful idea for strategic thinking and research With new BMs, experimentation is key, and it can take place both within firms and across industries |
| Mitchell and Bruckner Coles (2004) | Management process for continuing BMI | Listed, outperforming US companies | 100 companies above a minimum size whose stock prices had risen fastest in the US stock markets over the last three years under the same CEO. The period of 13 years | (1) Understand and optimally apply the current BM (2) Establish, understand and follow an appropriate BMI vision (3) Ongoing design and testing of potential BM improvements, replacements and innovations (4) Understand and begin installing the next BM improvement or replacement |
| Teece (2010) | Explore BMs connections with business strategy, innovation management and economic theory | Not explicit | Illustrative examples from traditional industries and information/internet industries | Combining competitive strategy analysis with BM design requires segmenting the market, creating a value proposition for each segment, setting up the apparatus to deliver that value, and then figuring out various “isolating mechanisms” that can be used to prevent the BM/strategy from being undermined through imitation by competitors or disintermediation by customers |
| Research | Topic | Context | Method | Findings related to BMI process |
|---|---|---|---|---|
| Strategic agility-driven business model renewal | SME in the service sector | A longitudinal, in-depth, single case study of temporary work agency in Spain | Strategic sensitivity is less natural and, therefore, more critical to SMEs, while resourcefulness enables SMEs to overcome limitations of size | |
| How established organisations develop new business models over time | BMI trajectories by established organisations | Longitudinal case studies of 4 BMI trajectories | BM innovation is a complex process where action and cognition intertwine. It is not a two-step process where BM is first developed as a cognitive representation and then implemented at a later point. Instead, it is a multi-step, multi-mechanism learning process that can occur through “drifting” and “leaping” patterns | |
| Systematic investigation of similarities and differences between product and BM innovation | Established and new firms | Multiple case study of 11 existing cases of business model innovation | Found strong similarities between product innovation and BMI | |
| Barriers to BMI | Established firms | Illustrative examples | BMI tools, such as maps, are helpful, but organisational processes must also change. Companies | |
| Relation of BMI to strategy-making process (SMP) | Companies in all industries | Mixed-method approach, combining a quantitative survey among 138 firms (from<50 to>500 employees) involved in SMP and BMI (to understand when BM design and improvement occur), and a qualitative multiple case study involving four e-business platform firms (to address how BM design and improvement evolve) | Empirically validates the arguments that BM design and improvement are more likely to be positioned in the strategic alternatives implementation stage of the SMP, and BM is related to strategy execution | |
| BM evolution | Football club | Illustrative example | The role of management is to monitor and act on uncertainties, and to ensure that the BM components are adjusted to meet the changing requirements | |
| Comprehensive systematic review of the BMI literature | 150 peer-reviewed scientific articles on BMI published between 2000 and 2015 | Research model for future business model innovation (BMI) consisting of external and internal antecedents, BMI, outcomes and moderators | ||
| Framework of BMI process | Not explicit | Multiple case study of 14 cases of past business model innovations from six multinational firms of different industries, with headquarters in Switzerland and Germany and involved in the research project | Shows that there exists a structured process for business model innovation that includes four process stages: initiation, ideation, integration and implementation | |
| Collaborative BMI process for networked services | Emerging business networks in Industry, health and well-being | Two longitudinal action research cases of BMI | A model of the BMI process within a business network. BMI requires the development of the BM itself, as well as mutual learning and harmonisation of operations between partners | |
| Reinventing the BM | Not explicit | n/a | (1) Articulate what makes your existing model successful. For example, what customer problem does it solve? How does it make money for your firm? | |
| BMI processes of average market players | Small- and medium-sized firms that are “average” German manufacturing firms in B2B markets | Multiple case study involving 10 small and medium-sized firms, which are neither market leaders nor niche market leaders and which have average key performance indicators | Experience business model innovation as a highly emergent and very often unintended process. Levels: | |
| BMI leadership in SMEs | SMEs in the USA and EU | Action research among 35 US and EU SMEs and 97 of their BMI projects | BMI is carried out in businesses in many different ways related to the various BMI tasks. However, very few of the enterprises we investigated engage in BMIL and very few really have a BMIL strategy | |
| Discovery-driven approach to BMs | Not explicit | n/a | The BM concept is a powerful idea for strategic thinking and research | |
| Management process for continuing BMI | Listed, outperforming US companies | 100 companies above a minimum size whose stock prices had risen fastest in the US stock markets over the last three years under the same CEO. The period of 13 years | (1) Understand and optimally apply the current BM | |
| Explore BMs connections with business strategy, innovation management and economic theory | Not explicit | Illustrative examples from traditional industries and information/internet industries | Combining competitive strategy analysis with BM design requires segmenting the market, creating a value proposition for each segment, setting up the apparatus to deliver that value, and then figuring out various “isolating mechanisms” that can be used to prevent the BM/strategy from being undermined through imitation by competitors or disintermediation by customers |
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