Tobias Weiblen

TL;DR: A typology of corporate mechanisms to engage with startups that balance speed and agility against control and strategic direction, to map the ways companies can bridge the gap between themselves and the startup world is presented in this paper.

TL;DR: In this paper, the authors present a conceptual framework to organize existing literature in the business model innovation field and identify promising areas for future research, and highlight the specific challenges which managers face during the initiation, ideation, integration and implementation of new business models.

TL;DR: In this paper, the authors study three cases of solution providers which involve external service partners for solution delivery, and find that solution customer centricity, the degree to which the focal firm focuses on solution customers in the joint delivery of solutions, moderates the relationship between partner networks and open business model performance.

TL;DR: In this article, the authors identify five main antecedents of open business models: business model inconsistency, need to create and capture new value, previous experience with collaboration, open business model patterns, and industry convergence.

TL;DR: This study proposes a complementary six-step approach to business model innovation, which is based on the principles of 'networked thinking', which gives entrepreneurs, decision makers and managers a better handle on structuring, communicating and evaluating different business model designs.