Abstract: Although business model innovations are considered as an important source for achieving competitive advantage, little research has been conducted on how business model innovations in new ventures evolve and how the process can be managed. Drawing on insights from eight in-depth inductive case studies and process models from innovation literature, we offer guidance on how to structure a new venture’s business model innovation process. The suggested framework distinguishes between an observation, ideation, validation, implementation and expansion phase. In this context, several different challenges can be identified, whereat inter-organizational resource transfer, thoughtful experimentation and validation are crucial to overcome these challenges.

Abstract: The only constant is change itself. In the business environment the winds of change are generated by factors including changing customer needs, deregulation and technological advancement that includes the network-era. In the blowing winds of change business model innovation is the navigator towards finding new ways to make money using differentiated business models to compete effectively, survive and grow. However there is limited literature providing insights on how companies manage business model innovation to compete effectively. This paper suggests that managing business model innovation to compete effectively could entail using a continuous 4I-2M business model innovation process, understanding business model innovation drivers and business model components. Initial findings indicate that the business model canvas or the housing analogy was used to visualise the business model.

Abstract: Business model innovation (BMI) has been the key driver of success for many companies seeking a differentiable competitive advantage. Accordingly, firms tend to adopt specific strategic postures and follow specific innovation behaviors to achieve their strategic objectives. This research explores the differentiated propensity to innovate in business model, and the innovation interactions between business model components among strategic postures. To this aim, we designed a composite model borrowing from Miles and Snow’s strategic adaptive cycle and Demil and Lecocq’s RCOV Framework. We aim to study the differentiated dynamics of BMI in manufacturing SMEs, and provide guidance to SMEs managers regarding the attributes of a firm’s innovation behavior leading to BMI.

Abstract: This proposal seeks to develop a theoretical model focused on the role of customers on business model innovation within the entrepreneurship context. Specifically, our model is centered on the integration of research on the demand side with research on business model innovation. We suggest that business model innovation can be influenced by an “opportunity shaping process”, which we define as an iterative process whereby customer signaling cues shape how the entrepreneurial firm adapts their initial opportunity and refine their value propositions subsequent to new venture launch. Additionally, we theorize that organizational structural dimensions such as formalization and centralization can help or hinder the ability for the entrepreneurial team to successfully engage in business model innovation. This, in turn, is likely to influence firm performance.