Suchergebnisse

The business models innovation in airlines can contribute to the creation of value, competitive advantage and profitability with new possibilities of action. The proposed paper aimed to identify the business models adopted by airlines and identify how the innovation occurs at these organizations. The methodology adopted is characterized as empirical, exploratory and descriptive research by multiple case study with three major Brazilian airlines. The results demonstrate that the search for paradigm breaks, related to the dichotomic traditional models of low-cost and full-service, toward hybrid business models occur linearly, as examples highlighted by companies, in which internal changes in business models are considered major organizational innovations.

ABSTRACTAn effective business model is the core enabler of any company's performance. Business model innovation is not only becoming more and more important due to increasing and globalizing competition, but also an enormous challenge, both theoretically and practically. Although many managers are eager to consider more disruptive changes to their business model, they often do not know how to articulate their existing or desired business model and, even less so, understand the possibilities for innovating it. One of the steps toward developing more theoretical insight and practical guidelines is the identification of types and the development of a typology of business model innovations.Ten retrospective case studies of business model innovations undertaken by two industrial companies provide the empirical basis for this article. We analyzed the characteristics of these innovations as well as their success rates. The findings suggest that there are indeed various business model innovation types, each with its own characteristics and challenges.

Several transformations are occurring in the energy sector, from new emerging technologies, governmental pressure for decarbonisation and clean energy targets, to new market regulations. This changes impact on how the energy is produced and distributed to consumers, increasing the urge for energy utilities to innovate their traditional established business models, to remain competitive in the energy landscape. Business model innovation is essential to organizational performance, and it has the power to change the logic of entire industries. Business model patterns are a promising tool to support business model innovation, which can be described as solutions to recurrent problems in a business model context. Although there are several published collections of business model patterns, a structured overview on energy patterns in order to support business model innovation in the energy field is missing. In the interest of filling the gap between business models and the energy sector, an energy pattern taxonomy for business model innovation was created. Applying the modified-Delphi card sorting methodology by Paul (2008), in an iterative way, 1 expert in business models and in the energy field was asked to perform a card sorting activity in a model revised and validated by 2 other experts in a previous phase, resulting in a taxonomy with 51 energy patterns organized in 10 meaningful groups. This pattern taxonomy is useful to help energy utilities to innovate and reform their business models, and it can be used from academics and scholars to managers to innovate the business models of their firms. ; O sector da energia está a sofrer diversas transformações, desde novas tecnologias emergentes, pressões governamentais face a metas de descarbonização e energia limpa, a novas regulações do mercado. Estas mudanças impactam na forma como a energia é produzida e distribuída aos consumidores, aumentado a urgência de inovação das modelos de negócio estabelecidos das utilities energéticas, de forma a manter a sua competitividade no sector. A inovação de modelos de negócio é essencial ao desempenho das organizações, tendo o poder de afectar a lógica de negócio de todo o sector. Padrões de modelos de negócio são uma ferramenta promissora para apoiar a inovação, sendo descritos como soluções já comprovadas para problemas recorrentes. Apesar de existiram diversas colecções de padrões de modelos de negócio na literatura, está em falta uma visão global e estruturada sobre padrões de energia. No interesse de preencher a lacuna entre modelos de negócio e o sector energético, foi criada uma taxonomia de padrões de energia para apoiar inovação no sector. Aplicando a metodologia Delphi modificada (Paul, 2008), de uma forma iterativa, 1 especialista em modelos de negócio e em energia realizou uma actividade de card sortig num modelo revisto e validado por 2 outros especialistas, numa fase anterior, resultando numa taxonomia com 51 padrões organizados em 10 grupos significativos. A taxonomia final resultante será útil para apoiar as utilities energéticas a inovar e reformar os seus modelos de negócio, podendo ser usada desde académicos a gestores com o objectivo de inovar os seus modelos de negócio.

Strategic transformation is a driver for business model innovation. This study identifies key aspects and activities of business model innovation in a high-tech industry utilising strategic transformation. The study takes its departure in an aircraft engine manufacturer dominated by military products that evolves into a high-tech developing company competing on an open market. Findings support previous research on changes in the defence industry such as risk sharing, a need to identify core technologies, and the importance of efficiency related to profitability. The study contributes to a greater understanding of how business models develop under strategic transformation, and an understanding of the need for change and what capabilities are required to leave previous strategic development behind and undertake a new path to future development.

Swedish agricultural companies, especially small farms, are struggling to be profitable in difficult economic times. It is a challenge for Swedish farmers to compete with imported products on prices. The agricultural industry, however, supports the view that through business model innovation, farms can increase their competitive advantage. This paper identifies and describes some of the barriers Swedish small farms encounter when they consider business model innovation. A qualitative approach is used in the study. Agriculture business consultants were interviewed. In a focus group led by the researchers, farmers discussed business model innovation, including the exogenous and endogenous barriers to such innovation. The paper concludes many barriers exist when farmers consider innovation of agricultural business models. Some barriers are caused by human factors, such as individuals' attitudes, histories, and traditions. Other barriers are more contextual in nature and relate to a particular industry or company setting. Still other barriers, such as government regulations, value chain position, and weather, are more abstract. All barriers, however, merit attention when Swedish agricultural companies develop new business models.

Swedish agricultural companies, especially small farms, are struggling to be profitable in difficult economic times. It is a challenge for Swedish farmers to compete with imported products on prices. The agricultural industry, however, supports the view that through business model innovation, farms can increase their competitive advantage. This paper identifies and describes some of the barriers Swedish small farms encounter when they consider business model innovation. A qualitative approach is used in the study. Agriculture business consultants were interviewed. In a focus group led by the researchers, farmers discussed business model innovation, including the exogenous and endogenous barriers to such innovation. The paper concludes many barriers exist when farmers consider innovation of agricultural business models. Some barriers are caused by human factors, such as individuals' attitudes, histories, and traditions. Other barriers are more contextual in nature and relate to a particular industry or company setting. Still other barriers, such as government regulations, value chain position, and weather, are more abstract. All barriers, however, merit attention when Swedish agricultural companies develop new business models. © 2015 by the authors. ; Lean Innovation (KK)