Q2. What are the future works in this paper?
However, the methodology allowed some valuable insights into the issue and provides suggestions how to address future challenges. During the course of research two issues appeared to be of special value for further research: First, the relationship between the business model concept and existing innovation literature should be explored further. Second, further research on business model innovation for customer-side renewable energy generation might add to the development of suitable value propositions and thus help to overcome the current obstacles. Given the dimensions of the energy transition there is a huge demand for further scientific analysis and advice on the questions addressed in this paper.
Q3. What are the main obstacles for incumbent companies to develop adequate business models for disruptive technologies?
Research on the failure of leading firms in other industries identifies two major obstacles for incumbent companies to develop adequate business models for disruptive technologies: cognitive barriers and lack of resources for innovation.
Q4. What are the main issues that are seen as difficult by regional utilities?
While project development is seen as an attractive field by many regional utilities, operations and maintenance are seen as difficult.
Q5. What is the main reason why this field is not seen as an attractive market?
The lack of profitability is the main reason why this field is not seen as an attractive market by most interviewed utility managers.
Q6. What is the theory of organizational ambidexterity?
The theory of organizational ambidexterity suggests that organizations are successful in the long term, when they are able to exploit their existing capabilities while developing new competencies at the same time (Tushman and O'Reilly, 1996; Raish et al., 2009).
Q7. What is the role of political goodwill in the energy sector?
Political goodwill is especially important for regional and local utilities as most of them have, at least partly, public shareholders.
Q8. What are the main arguments of solar proponents?
While solar proponents argue that production prices of electricity on the customer-side need to reach a level below the electricity wholesale price to make customer-side generation economically attractive, others argue this would neglect the true costs, which need to include costs for grids, storage, and taxes as well.
Q9. What are the main obstacles for utilities to develop a business model for disruptive technologies?
In terms of infrastructure the utilities lack adequate organizational structures for business model innovation and are in early stages to increase know-how through external partnerships.
Q10. What are the main forms of external partnership in the German energy sector?
This study found three main forms of external partnership which are currently important in the German market: cooperation with suppliers, cooperation with project developers, and cooperation with other utilities.
Q11. What is the main argument for the conclusion that the partnership activities are at a very early stage?
Given the complex nature of the challenge to develop new value propositions and business models it can be concluded that the partnership activities are at a very early stage.
Q12. What is the main reason why incumbent firms fail to maintain their leading positions in radically changing environments?
Christensen and Bower (1996) conclude that the primary reason why incumbent firms fail to maintain their leading positions in radically changing environments is their inability to allocate sufficient resources to new technologies.