Business Models: Origin, Development and Future Research Perspectives

The role of digital technologies in service business transformation is under-investigated. This paper contributes to filling this gap by addressing how the Internet of things (IoT), cloud computing...

The role of digital technologies for the service transformation of industrial companies

Additive manufacturing for consumer-centric business models: Implications for supply chains in consumer goods manufacturing

This study uses responses from 107 multinational firms to reveal CEO perceptions of the drivers of strategic flexibility during business model innovation. While the positive effect of creative culture is confirmed, partner reliance reduces strategic flexibility during business model innovation. Further, structural change is disaggregated into efforts that either focus managerial attention on core activities or reconfigure existing activities. CEOs perceive that structural flexibility requires structural simplification while retaining control of non-core functions. We find that the relative magnitude of business model innovation effort moderates the effect of reconfiguration on strategic flexibility. The implications for theories of organizational design and dynamic capabilities are discussed.

The Effects of Culture and Structure on Strategic Flexibility During Business Model Innovation

Network management in the era of ecosystems: Systematic review and management framework

The plurality of co-existing business models: Investigating the complexity of value drivers

The impact of psychological contract breaches within east-west buyer-supplier relationships

This paper explains the University of Auckland Business School’s strategic response to a rapidly changing global educational environment through the redevelopment of its first-year core undergraduate curricula experience. Central to this was the decision to adopt team-based learning (TBL) as a key component in the design and delivery of a new approach. Not simply adding value to marketing education, the delivery of its first-year academic content is from a highly interdisciplinary perspective, thereby substantially differentiating it from traditional ‘Marketing 101’. This adoption of TBL emphasizes a strategic focus on achieving three key objectives: to take an integrated and interdisciplinary approach to the first-year undergraduate business experience; to embed a strong focus on the development of students’ academic and professional skills; and to place a strong focus on supporting the first-year transition. The paper details the implementation of this strategy and its subsequent and ongoing con...

Herbert Sima

Papers

The plurality of co-existing business models: Investigating the complexity of value drivers

The impact of psychological contract breaches within east-west buyer-supplier relationships

Adding value to first-year undergraduate marketing education: team-based learning as a strategic response to changing modern educational environments

Religiosity and Psychological Contracts in Asian B2B Service Relationships