자연주의적 탐구조사(Naturalistic Inquiry)

Basics of qualitative research: Grounded theory procedures and techniques

The 2008 crash has left all the established economic doctrines - equilibrium models, real business cycles, disequilibria models - in disarray. Part of the problem is due to Smith’s "veil of ignorance": individuals unknowingly pursue society’s interest and, as a result, have no clue as to the macroeconomic effects of their actions: witness the Keynes and Leontief multipliers, the concept of value added, fiat money, Engel’s law and technical progress, to name but a few of the macrofoundations of microeconomics. A good viewpoint to take bearings anew lies in comparing the post-Great Depression institutions with those emerging from Thatcher and Reagan’s economic policies: deregulation, exogenous vs. endoge- nous money, shadow banking vs. Volcker’s Rule. Very simply, the banks, whose lending determined deposits after Roosevelt, and were a public service became private enterprises whose deposits determine lending. These underlay the great moderation preceding 2006, and the subsequent crash.

The Economic Institutions of Capitalism

Business model innovation is a topic that has received much attention from academia as well as from business practice. After extensive research on the definition and conceptualization of the concept and publication of many case-based results, recently scholars have been calling for more generalizable results, large-scale investigations and greater empirical sophistication. Despite the great importance of measuring business model innovation for various purposes, a validated measurement scale is still not available. I fill this gap by systematically developing a new scale for business model innovation. I follow a rigorous scale development approach to ensure validity and reliability. Specifically, I collected two large-scale samples of 126 and 232 firms to specify and assess the scale. As a result, I provide a hierarchical three-level scale for measuring business model innovation. At the first level, 41 reflective items are provided to measure ten subconstructs of business model innovation. These can be used as formative measures of three dimensions of business model innovation at the second level, namely value creation innovation, value proposition innovation and value capture innovation. At the third level, these three dimensions form the metaconstruct of business model innovation.

Measuring business model innovation: conceptualization, scale development, and proof of performance

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

Product innovation through coopetition in alliances: Singular or plural governance?

Value drivers of social businesses: A business model perspective

Previous studies often assume that business model innovation (BMI) is reflected in an entrepreneurial business model design. We assume that business model reconfiguration (BMR) takes place in more ...

BUSINESS MODEL RECONFIGURATION AND INNOVATION IN SMEs: A MIXED-METHOD ANALYSIS FROM THE ELECTRONICS INDUSTRY

Business models for sustainability (BMFS) explicitly consider, jointly, economic with social and/or ecological value contributions. Thus, managing BMFS requires that one should combine multiple ins...

Business Models for Sustainability: Choices and Consequences:

Companies are recently affected by an ongoing change of customer behaviour. Customers are no longer solely interested in product offerings but call for a provision of service solutions that accompany these offerings. This development forces companies to rethink their basic business logic by paying more attention to the crucial service aspect. This change goes along with a need for companies to redefine their idea of how to create and capture value. Against this background, we ask: how does an increased focus on service influence a company’s business model? We examine this question based on the service-dominant logic concept as well as the business model concept and discuss possibilities how to adapt the business model to a service-dominant business logic. As a result, we develop a set of propositions describing the influence of a company’s service-dominant business logic on basic elements of a company’s business model. Our research shows that a fundamental re-design of the business model is necessary to successfully implement service-dominant logic.

Thomas Clauß

Papers

Product innovation through coopetition in alliances: Singular or plural governance?

Value drivers of social businesses: A business model perspective

BUSINESS MODEL RECONFIGURATION AND INNOVATION IN SMEs: A MIXED-METHOD ANALYSIS FROM THE ELECTRONICS INDUSTRY

Business Models for Sustainability: Choices and Consequences:

Service-dominant logic and the business model concept: toward a conceptual integration