The concept of business models and consequently business model innovation has its foundation in corporate practice, strategic management, and industrial economics. However, business models are not a strategy but constitute the core and driver of a strategy as well as the key for decoding, understanding, and effectively communicating a strategy both within an organization as well as across its business ecosystem. As with Business Model, the Business Model Innovation literature is not well developed. This paper focuses on the effects that can be achieved through business model innovation, in particular organizational sustainability. In this regard, the paper focuses on the organizational design and governance and the role different stakeholders, predominantly customers and partners play in the innovation process towards organizational sustainability. Finally, the ways by which organizational performance is influenced by different business models are also explored, aiming to shed light on this theoretical gap. The results provide insights to manufacturers in developing countries, overcoming their dependence on commoditized products and OEM manufacturing while maintaining a sustainable ecosystem. Finally, implications for theory, policy, and practice are outlined along with the suggestions for future research.

Business Model Innovation as Lever of Organizational Sustainability

How does technological diversity in supplier network drive buyer innovation? Relational process and contingencies

Based on an ecosystem view of innovation management and in-depth case studies of firms in China and abroad, a novel paradigm of innovation management—Total Innovation Management (TIM)—is put forward in this paper. This new paradigm draws on three distinct areas of recent research, namely the innovation theory of the firm, the resource-based view (RBV), and the complexity theory. It introduces the theoretical framework of TIM, and presents a tri-dimensional innovation strategy model, which includes all elements of innovation, all innovators, and innovation in all times and spaces, and aims at value added and created.

Total Innovation Management: a novel paradigm of innovation management in the 21st century

The focus of this paper is to review the qualitative case methods that have been used in technology transfer research over the last 20 years from 1996 to 2015. Case methods allow for more in-depth analyses and provide the opportunity to place research into a certain context due to the selection of e.g. specific sectors, institutions, countries, etc. Using a systematic literature review of five of the top journals in the field of technology transfer research, namely Journal of Technology Transfer, Research Policy, Science and Public Policy, R&D Management and Technovation, it yielded 107 articles using the search terms: “Technology Transfer” AND (“Case Study” OR “Case Method” OR “Qualitative”). Our findings indicate a clustering of themes using qualitative case methods around technology transfer mechanisms and TTOs, academic entrepreneurship, university-industry collaboration, commercialization as well as R&D and firm knowledge transfer. We also identify trends in case method technology transfer research with respect to authorship, location of papers, sectoral contexts, data collection, numbers of cases and data analysis software. We conclude our paper discussing the implications of trends and themes and suggest that researchers need to reflect on used terminology and their utilization and postulate a need for more plurality of data collection methods.

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A review of qualitative case methods trends and themes used in technology transfer research

Innovation management is a subject that raises the interest of academics and practitioners in the field of management. However, the academic literature is scarce regarding the details of implementing it in a systemic and routinised way. Additionally, although there are multiple tools and models to apply it at a firm level, there is little information concerning its effectiveness. The purpose of this paper is to fill this research gap by analysing how the utilisation of Innovation Management Techniques (IMTS) influences the innovation performance of firms. The research was based on a large and representative sample of industries in the Basque Region in Northeast Spain. The primary conclusions drawn from the research are that IMTS have a definite positive impact on the firm’s innovation results, and some of them have a stronger influence, with a significant impact on incremental innovation; the latter results will affect the radical innovation performance of the companies. Additionally, it has been conclude...

Innovation management techniques and tools: its impact on firm innovation performance

This paper explores Haier group's Tao of innovation mainly by the practice and experience of Haier Group. Based on it, the authors put forward the theoretical frame-work of the emerging new paradigm of total innovation management (TIM). Case in this leading Chinese enterprise has shown some exciting evidences that implementing TIM can have positive relations to the value creation/added of enterprise as well as the accumulation of its core competency. Beginning with the introduction of Haier's development and achievements, this paper explores the Haier's Tao of innovation in detail, which includes the evolution of all the innovation agents such as strategy, management, culture, organization, technology and so on, and analyzes the relations and interactions of them. Based on it, the authors indicate that it's the effective and systemic synergy and management of all the innovation agents that contribute to the rapid development of Haier Group. Grasping the marrow of TIM and putting it into practice is one of the crucial approaches at present for Chinese enterprises to reduce the gap with international advanced enterprises as soon as possible.

Xinru Liang

Papers

The Haier's Tao of innovation: a case study of the emerging total innovation management (TIM)