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Samenvatting Alle literatuur Business Model Innovation (MST020)
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Samenvatting van alle literatuur Business Model Innovation van de master Business Administration aan de Radboud Universtiteit!
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Business Model Innovation – SummaryArticles
Inhoudsopgave
L1: Casadesus-Masanell, R., & Ricart, J. E. (2011). How to design a winning business model................2
L1: Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far
have we come, and where should we go?..............................................................................................4
L2: Snihur, Y., & Bocken, N. (2022). A call for action: The impact of business model innovation on
business ecosystems, society and planet. Long Range Planning............................................................8
L2: Jacobides, M. G., & Reeves, M. (2020). Adapt your business to the new reality. Harvard Business
Review....................................................................................................................................................9
L3: Jacobides, M. G., Cennamo, C., & Gawer, A. (2018). Towards a theory of ecosystems. Strategic
Management Journal............................................................................................................................10
L3: Jacobines (2019) in the ecosystem economy, what’s your strategy? Harvard business review......17
L4: Grewatsch, S., Kennedy, S., & (Tima) Bansal, P. (2021). Tackling wicked problems in strategic
management with systems thinking. Strategic Organization,...............................................................18
L4: Walker, W.E. (2000). Policy Analysis: A systematic approach to supporting policymaking in the
public sector.........................................................................................................................................22
L4: Reeves, M., Levin, S., Fink, T., & Levina, A. (2020). Taming complexity. Harvard Business Review.25
T1: Eden, A. C., & Ackermann, F. (2016). Mapping Distinctive Competencies: A Systemic Approach.
The Journal of the Operational Research Society.................................................................................27
T1: Cosenz, F. (2017). Supporting start-up business model design through system dynamics
modelling. Management Decision........................................................................................................31
T1: Schenkel, M., Krikke, H., Caniëls, M. C. J., & Lambrechts, W. (2019). Vicious cycles that hinder
value creation in closed loop supply chains: Experiences from the field. Journal of Cleaner Production
..............................................................................................................................................................35
T1: John Sterman introducing the importance of system dynamics for understanding strategy (YT
video)....................................................................................................................................................38
L5: Scobolic J.P. (2020). Learning from the future Harvard Business Review........................................39
L5: Marchau, V.A.W.J., Walker, W. E., Bloemenn, P.J.T.M. Propper S.W. (2019). Introduction. In:
Marchau, V., Walker, W., Bloemen, P., Popper, S. (eds) Decision Making under Deep Uncertainty.
Springer, Cham.....................................................................................................................................40
L6: Wright, G. and Goodwin, P. (2009) 'Decision making and planning under low levels of
predictability : enhancing the scenario method.',................................................................................43
L6: Nekkers J. (2016). Developing scenarios. In P van der Duin (ed) Foresight in organisations...........48
T3: Wright, G., Cairns, G., O’Brien, F. A., & Goodwin, P. (2019). Scenario analysis to support decision
making in addressing wicked problems: Pitfalls and potential.............................................................51
L7: Collis, D. J. (2021). Why do so many strategies fail? Harvard Business Review, 99(4),...................54
1
, L7 Weiser, A.-K., Jarzabkowski, P., & Laamanen, T. (2020). Completing the adaptive turn: An
integrative view of strategy implementation.......................................................................................54
L1: Casadesus-Masanell, R., & Ricart, J. E. (2011). How
to design a winning business model.
- Strategy has been primary building block of competitiveness over the past three decades, but it
the future, the quest of sustainable advantage may well begin with the business model.
- Enterprises don’t fully have a grip on how to compete through business models, much of the
problem lies in companies unwavering focus on creative innovative models and evaluating their
efficacy in isolation
- the propensity to ignore the dynamic elements of business models results in many companies
failing to use them to their full potential.
- The success or failure of a company’s business model depends largely on how it interacts with
those of other players in the industry.
- A good business model creates virtues cycles that, over time, result in competitive advantage.
What is a business model, really?
- One component of a business model must be the choices that executives make about
how the organisation should operate.
o a business model in its simplest conceptualization thus consist of a set of managerial
choices and the consequences of those choices.
- Companies make three type of choices when creating business models
o Policy choices determine the actions an organisation takes across all its
operations
o Asset choices pertain to the tangible resources a company deploys
o Governance choices how a company arranges decision-making rights over the
other two
- Consequences can be either flexible or rigid
o Flexible consequence is one that responds quickly when the underlying choice
changes.
o Rigid consequence is unlikely to disappear immediately even when those choices
change (e.g. culture).
Difficult to imitate because companies need time to built them
- These distinctions are important because they affect competitiveness
Three characteristics of a good business model
1. Is it aligned with company goals?
a. Choices made while designing a business model should deliver consequences that enable
an organisation to achieve its goals
2. Is it self-reinforcing?
a. The choices that executives make while creating a business model should complement one
another; there must be internal consistency.
3. It is robust?
a. A good business model should be able to sustain its effectiveness overtime by fending off
four threats:
i. Imitation can competitors replicate your business model
2
, ii. Holdup can customers, suppliers or other stakeholders capture the value you
create by flexing their bargaining power?
iii. Slack organisational complacency
iv. Substation can new products decrease the value customers perceive in your
product or service
How business models generate virtuous cycles
- Successful business models generate virtuous cycles, or feedback loops, that are self-reinforcing
most powerful and neglected aspect of business models
- Any enterprise can make choices that allow it to build assets or resources that make a
difference in its sector. The consequence enable further choices, and so on. This process
generates virtuous cycles that continuously strengthen the business model creating a dynamic
similar to that of network effects.
- However, they don’t go on forever. They usually reach a limit and trigger counterbalancing
cycles, or they slow down because of their interaction with other business models
o In fact, when interrupted, the synergies work in the opposite direction and erode
competitive advantage.
competing with business models
- To compete with rivals that have similar business models, companies must quickly build rigid
consequences so that they can create and capture more value than rivals do.
- Different story when enterprises compete against dissimilar business models; the results are
often unpredictable and it’s tough to know which business model will perform well.
- Companies can compete through business models in three ways:
o Strengthen their own virtuous cycles
Modify business model to generate new virtuous cycles that enable them to compete
more effectively
o Block or destroy (weaken) the cycles of rivals
Using rigid consequences of their choices to weaken new entrant’s virtuous cycles.
o Or build complementarities with rivals’ cycles.
Turn competitors into complements rivals with different business models can also
become partners in value creation.
Business model vs strategy vs tactics
- the three are interrelated.
- Business models refers to the logic of the company – how it operates and creates and captures
values for stakeholders in competitive marketplace
o The system of choices and consequences is a reflection of the strategy, but it is not the
strategy, it is the business model.
- Strategy is a plan to create a unique and valuable position involving a distinctive set of
activities. This implies that enterprise has made a choice about how it wishes to compete in the
market place.
o Strategy refers to the contingent plan about which business model to use.
The key word is contingent strategies contain provision against a range of
contingencies, whether or not they take place.
- Chancing strategic choices can be expensive, but enterprises still have a range of options to
compete that are comparatively easy and inexpensive to deploy tactics
3
, o The residual choices open to a company by virtue of the business model that it employs.
o Business models determine the tactics available to compete in the marketplace.
- Strategy focuses on building competitive advantage by defending a unique position or
exploiting a valuable and idiosyncratic set of resources.
o Those positions and resources are created by virtuous cycles, so executives should develop
business models that activate those cycles.
L1: Foss, N. J., & Saebi, T. (2017). Fifteen years of
research on business model innovation: How far have
we come, and where should we go?
- Concept of business model (BM) and, more recently, BM innovation (BMI) have become
influential in macro management research in recent years
Research on BMI: emergence of the field and prior reviews
From BMs to BMI
- Original definition of BM associated it with an operative activity for system modelling in the
context of information technology.
- Definition of a BM currently as the “design or architecture of the value creation, delivery, and
capture mechanisms” of a firm.
- despite using different terminology, the literature converges on the components that
constitute a BM—namely:
o the firm’s value proposition and market segments,
o the structure of the value chain required for realizing the value proposition,
o the mechanisms of value capture that the firm deploys,
o how these elements are linked together in an architecture.
- Evolution of BM literature been broadly categorized into three streams of research
o BM used as basis for enterprise classification
o BM seen as a antecedent of heterogeneity in firm performance, specifically BM are argued
to be an important factor contributing to firm performance
o BM seen as potential unit of innovation.
- Thus, while BMI is an extension of BM, it incorporates a number of important research
questions that reach beyond the boundaries of traditional BM literature.
Streams of business model innovation research
1. Conceptualisation and classification of BMI highlights the phenomenon itself
2. BMI as an organisational change process importance of capabilities, learning mechanisms,
leadership needed for successful BMI
3. BMI as an outcome of organisational change processes identifying/describing innovative
business models
4. BMI and organisational implications/performance consequences
- Studies either adopt a dynamic view of BMI and conceptualize it as an organizational change
process requiring appropriate capabilities, leadership, and learning mechanisms (Research
Stream 2) or view BMI statically as new types of innovative ventures (Research Stream 3) that
may affect firm performance (Research Stream 4).
Gaps and challenges in BMI research
4
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