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Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
Business Model Renewal: A Literature Survey
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Business Model Renewal: A Literature Survey

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Academic literature survey to conceptualize business model renewal for established firms, which goes beyond the literature merely featuring the 'business model innovation' keyword. Presented at the …

Academic literature survey to conceptualize business model renewal for established firms, which goes beyond the literature merely featuring the 'business model innovation' keyword. Presented at the 2013 Academy of Management Annual Meeting in Orlando, FL.

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  • 1. SERGEJS GROSKOVS PHD FELLOW DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL: A LITERATURE SURVEY 1 Based on paper “Business Model Renewal: Process, Barriers and Drivers” by S. Groskovs, J. P. Ulhøi and P. Kesting. Presented at the 2013 Academy of Management Annual Meeting.
  • 2. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 ABOUT THE PAPER SELECTION • «Business Model Innovation» beyond the keyword: • classic, seminal works (31 paper) • systematic literature survey (82 papers) SYNTHESIS • Possible process of business model renewal • Potential barriers and drivers of business model renewal IMPLICATIONS • Further action research studies beneficial • List of issues to direct attention to for managers 2
  • 3. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 WHY THIS PAPER? Business models are of strategic importance (Zott & Amit 2007) Business model innovation → competitive advantage (Teece 2010) BUT lack of unity and understanding: › Business model (Zott, Amit & Massa 2011) › Business model innovation (Bucherer, Eisert & Gassmann 2012; Schneider & Spieth 2013) 3
  • 4. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 BUSINESS MODEL Core business processes assoc. with › value creation, › value delivery and › value capture allowing the firm to benefit financially from opportunity exploitation. (cf. Amit & Zott 2001; Osterwalder & Pigneur 2010; Teece 2010) Value creation › Input → Output Value delivery › Output → Customers Value capture › Customers → Profit 4
  • 5. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 BUSINESS MODEL RENEWAL Business Model B ? Business Model A 5
  • 6. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 IDEAS FOR BM RENEWAL? Entrepreneurship literature Organization theories 6 → 31 classic, seminal works
  • 7. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 USEFUL IDEAS FOR BM RENEWAL Simon 1960 Cyert & March 1963 Duncan 1967 Thompson 1967 Child 1972 Galbraith 1973 Abell 1978 Miles & Snow 1978 Hedberg 1981 Nelson & Winter 1982 Levitt & March 1988 March 1988 Eisenhardt 1989 Orton & Weick 1990 March 1991 Thomas 1994 Van de Ven & Poole 1995 Volberda 1996 Teece et al 1997 Blank 2005 Morris et al 2005 Nelson & Baker 2005 Chesbrough 2006 Sarasvathy 2008 Chesbrough 2010 McGrath 2010 Sosna et al 2010 Osterwalder & Pigneur 2010 Schreyögg & Sydow 2010 Cavalcante et al 2011 Huber 2011 Ries 2011 Blank & Dorf 2012 7 1960s 1970s 1980s 1990s 2000s 2010s
  • 8. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 USEFUL IDEAS FOR BM RENEWAL › Automation of production and decision-making routines vs systems design by humans (Simon 1960) › Organizations as shifting dominant coalitions (Cyert & March 1963; Thomas 1994) › Organizational ambidexterity (Duncan 1967; March 1991) › Organization’s institutional level to initiate large- scale change (Thompson 1967) › Buffering the core from environment (Thompson 1967) › Strategic choice (Child 1972) › Organizational slack (Galbraith 1973) supporting organizational experimentation and learning (Cyert & March 1963; Levitt & March 1988) › Strategic windows (Abell 1978) › Cycles of solving entrepreneurial, engineering and administrative problems (Miles & Snow 1978) › Experiential learning vs long-term planning (Hedberg 1981; March 1988) › Tacit knowledge of workforce (Nelson & Winter 1982) › Speed of strategic change (Eisenhardt 1989) › Loose coupling (Orton & Weick 1990) › Four motors of organizational change: life-cycle, teleology, dialectics, evolution (Van de Ven & Poole 1995) › Four types of organizational forms: rigid, planned, flexible, chaotic (Volberda 1996) › Dynamic capabilities (Teece, Pisano & Shuen 1997) › Business model life-cycle (Morris et al 2005) › Bricolage (Nelson & Baker 2005) › Business model search (Blank 2005; Blank & Dorf 2012), lean startup (Ries 2011), business model canvas (Osterwalder & Pigneur 2010) › Open innovation (Chesbrough 2006) › Effectuation (Sarasvathy 2008) › Experimentation and discovery-driven approach (Chesbrough 2010; McGrath 2010; Sosna, Trevinyo-Rodríguez & Velamuri 2010) › Concurrent balancing of stability and change (Schreyögg & Sydow 2010) › Business model change typology (Cavalcante, Kesting, Ulhøi 2011) › Goodness of fit (Huber 2011) 8
  • 9. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 A WAY TO LOOK AT BM RENEWAL Search Business Model Change Business Model Exploit Business Model 9
  • 10. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 BARRIERS AND DRIVERS? 10 Business Develop- ment Corporate Entrepre- neurship Business Model Innovation Org Change Renewal / Turnaround → 82 papers (of 13,369) (firm OR compan* OR corporat* OR organization* OR organisation* OR strateg*) AND (renewal OR turnaround) “business model innovation” OR “business model change” “corporate entrepreneurship” OR intrapreneurship “organisational change” OR “organizational change” “business development” DRIVERS driv* OR enabl* OR facilitat* OR speed* OR accelerat* OR fast OR success* OR succeed* BARRIERS barrier* OR obstacle* OR break* OR prevent* OR imped* OR slow* OR fail* − +
  • 11. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 …OF BUSINESS MODEL SEARCH › Capability to host intrapreneurship › Understanding of and interacting with environment › Senior management involvement, commitment, receptiveness › Access to and nurturing of entrepreneurially minded people › Funding availability › Presence of entrepreneurial activity creation and termination process 11 Search Business Model Change Business Model Exploit Business Model
  • 12. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 …OF BUSINESS MODEL CHANGE › Capability and readiness to change › Justification of change necessity › Senior management involvement, commitment, replacement › Middle management quality and involvement › Employees and their human nature, resistance and motivation › Change process implementation › Introduction of new technology 12 Search Business Model Change Business Model Exploit Business Model
  • 13. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 IMPLICATIONS For researchers › Action research case studies › Real-time inside access › Creation of knowledge plus solution of practical problem For managers › Overview of the complexity › Key drivers and barriers of business model renewal › Focusing decision-making AR Plan ActReflect 13
  • 14. DEPARTMENT OF BUSINESS ADMINISTRATION BUSINESS AND SOCIAL SCIENCES AARHUS UNIVERSITY BUSINESS MODEL RENEWAL SERGEJS GROSKOVS 13/8/2013 14 Thank you and keep in touch SERGEJS GROSKOVS sgros@asb.dk

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