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Business Model Innovation

Published on Jun 1, 2015
· DOI :10.1093/oxfordhb/9780199927678.013.0030
Christoph Zott15
Estimated H-index: 15
(University of Navarra),
Raphael Amit38
Estimated H-index: 38
(UPenn: University of Pennsylvania)
Abstract
  • References (0)
  • Citations (6)
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Abstract The B Corporation (B Corp) audit and certification acts as a third-party signal of social purpose business model innovation. It is argued that B Corp certification helps organizations to capture value above economic gains, from activities with ethical, sustainable or moral objectives. However, the varying journeys and certification motivations of B Corps are poorly understood. In this paper we use theory related to the process of organizational design ( Zott & Amit, 2010 ) to unpack the...
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Abstract The paper examines how firms develop supply chain financing model to help overcome institutional voids (IVs) and become ambidextrous. This study presents a case analysis of a novel supply chain financing model instigated and implemented by China's Sichuan Telecom (ST) to help supply chain partners overcome IVs in their environments. We identified three unique stages in the evolution of the supply chain ambidextrous financing model: drivers for change (including identifying suppliers' pr...
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Abstract A firm's ability to conceive performance-enhancing business models (BMs) has become a cornerstone of competitive advantage. There is consensus that external triggers spur such BM change, but the literature has remained silent on the role of internal and cognitive antecedents such as managerial attention. In our inductive case study of four corporate spin-offs, we find that top management teams (TMTs) with a specific set of attention patterns are more likely to develop performance-enhanc...
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Prior research has advanced several explanations for entrepreneurial success in nascent markets but leaves a key imperative unexplored: the business model. By studying five ventures in a nascent fi...
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Innovation is an important outcome for firms across all life-cycle stages, though challenges to this goal vary by a firm’s stage of development. In this study, we integrate resource orchestration with contingency theory to theorize how managers differentially orchestrate their firm’s resource portfolio and capabilities to develop innovation based on the firm’s life-cycle stage. Empirical tests using primary data collected from 189 managers of U.S. and Italian firms based on the policy capturing ...
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