Business model innovation has received increasing interest within science and managerial practice over the last years. Accordingly, scientists have developed various approaches on business model innovation. However, it has been recognized that established companies face particular challenges successfully innovating their business model. Current academic research considers the company’s established dominant logic to be the main barrier hindering the innovation process. In contrast to that none of current theories on business model innovation covers the overcoming of the dominant logic in their approaches. The research gap leads to the question, how does a new approach for business model innovation looks like which support today’s companies in their current and future challenges.
To answer this question, Chapter 1 highlights the need for action. Based on that, Chapter 2 deals with the theory of business model innovation and dominant logic. Chapter 4 highlights the research gap reflecting on the role of dominant logic within business model innovation. Chapter 5 aims at developing the according strategy, which acknowledges and effectively addresses the innovation barrier of the dominant logic. Finally, the last Chapter summarizes the findings how the new academic approaches on business model innovation is characterized and discuss the validation of the new theory.
Inhaltsverzeichnis (Table of Contents)
- INTRODUCTION
- FUNDAMENTALS
- Business Model Innovation
- Dominant Logic
- DOMINANT LOGIC WITHIN BUSINESS MODEL INNOVATION
- REARCH GAP
- A NEW APPROACH FOR BUSINESS MODEL INNOVATION
- Strategy Overview
- Phase I: Initiation
- Phase II: Co-Sensing
Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)
This work explores the challenges established companies face when innovating their business models, particularly focusing on the barrier posed by dominant logic. It seeks to analyze and develop a strategy for designing business models that effectively address these challenges.
- The impact of dominant logic on business model innovation
- The limitations of existing academic approaches to business model innovation in addressing dominant logic
- The development of a new approach for business model innovation that acknowledges and overcomes the barrier of dominant logic
- The application of Theory U as a framework for driving organizational change and fostering a new mindset
- The importance of a customer-centric approach in generating disruptive business model innovations
Zusammenfassung der Kapitel (Chapter Summaries)
- INTRODUCTION: This chapter highlights the challenges faced by established companies in achieving growth and innovation targets due to the rise of new market players who are more adept at navigating the volatile, uncertain, complex, and ambiguous world. Examples such as AirBnB, Uber, and Spotify are cited to illustrate how these new players are disrupting established industries.
- FUNDAMENTALS: This section provides the theoretical foundation for the work, defining business model innovation and exploring the concept of dominant logic. It delves into the dimensions and elements of dominant logic, including its roots in cognitive psychology and its role in shaping organizational decision-making.
- DOMINANT LOGIC WITHIN BUSINESS MODEL INNOVATION: This chapter examines the influence of dominant logic on the business model innovation process. It highlights how dominant logic can act as a filter, restricting the perception and understanding of the organizational environment and hindering the identification and exploitation of disruptive opportunities.
- REARCH GAP: This chapter identifies the research gap in existing academic approaches to business model innovation. It argues that these approaches lack a comprehensive understanding of the role of dominant logic and fail to adequately address the challenges it presents in the innovation process. The need for a new framework that explicitly incorporates dominant logic is highlighted.
- A NEW APPROACH FOR BUSINESS MODEL INNOVATION: This chapter presents a new framework for business model innovation that addresses the limitations of existing approaches. It leverages Theory U to guide organizations through a process of organizational change and mindset transformation. This framework incorporates a series of phases and steps designed to overcome dominant logic and facilitate the generation of disruptive business model ideas. The initial phases of the framework, which focus on initiation and co-sensing, aim at shifting the core group's perspective from a dominant logic-driven mindset to a new, open mindset. These phases emphasize a customer-centric approach, encouraging the core group to empathize with consumers and identify their needs as a means of driving innovation.
Schlüsselwörter (Keywords)
This work focuses on business model innovation, dominant logic, disruptive innovation, Theory U, and a customer-centric approach to innovation. It investigates the limitations of current business model innovation frameworks in addressing the challenges posed by dominant logic, and it proposes a new framework that incorporates a process of organizational change to enable established companies to overcome this barrier and generate business model innovations with disruptive potential.
- Quote paper
- Michael Lang (Author), Annika Koerdt (Author), 2019, A New Approach for Developing Business Model Innovation, Munich, GRIN Verlag, https://www.grin.com/document/510083
