business model innovation
Boosting service-based business modelling in
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During recent years, business model innovatiRQ KDV JDLQHG LQ VLJQL¿FDQFH 6FKQHLGHU DQG
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and form new markets and to achieve a competitive advantage over rivals (Mitchell and Coles,
2003). Most academic papers about business
model innovation focus on value creation and
capture (e.g., Amit and Zott, 2001, George and
Bock, 2011), whereas the relevance of certain
organizational capabilities, internal structures
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have barely been studied. Thus, we investigated
germane organizational capabilities and internal
settings fostering business model innovation
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service orientation, we particularly focused on
capabilities and resources enabling the creation
of novel service-based business models.
Theoretical concept
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effects of business model innovation. Considering
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the lens of dynamic capability theory. Since technoORJLFDODQGPDUNHWFRQGLWLRQVLQFRUSRUDWHHQYLURQPHQWVFRQWLQXRXVO\FKDQJHSUHYLRXVO\DSSUHFLDWHG
capabilities and resources might suddenly become
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substitute their capabilities and resource base acFRUGLQJWRHQYLURQPHQWDOVKLIWV0H]JHUDQG%DGHU
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7KHG\QDPLFFDSDELOLWLHVSHUVSHFWLYHKHOSVWRFRPbine various characteristics of business model inQRYDWLRQ LQ RQH WKHRUHWLFDO PRGHO ,Q WKLV FRQWH[W
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the perception of opportunities and environmental
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54
through internal structures and mechanisms.
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focused on cultural characteristics and internal strucWXUHVDQGPHFKDQLVPVZLWKLQWKHSURFHVVRULHQWHG
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resource base to create service-based business
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even change their existing resource base and gain
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the most fundamental capabilities and resourFHV DFURVV D YDULHW\ RI ¿UPV RSHUDWLQJ LQ GLVWLQFW
industries.
Methodology
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for the case selection. We addressed the most sucFHVVIXODQGEHVWSRVLWLRQHGSURGXFWFHQWULF¿UPVIRU
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Results
Our multiple case study analysis revealed certain
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should support the employees in establishing an
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service gap.
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the relevance of a structured business model deveORSPHQWSURFHVVZKLFKKDVEHHQDGDSWHGWRVHUYLFH
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through company-internal venture capital funds. In
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accentuated the necessity of developing a serviceRULHQWHG FXOWXUDO PLQGVHW HJ YLD VWRU\WHOOLQJ DQG
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is essential for both setting up a novel service-based
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of novel service-based business models.
Discussion and conclusions
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extends existing research on dynamic capabilities
by investigating their presence in product-centric
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business model innovation
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successful service-based business modelling.
Figure 1: Capabilities for service-based business modelling
(adapted from Mezger, 2014)
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business model innovation
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revealing differences in capabilities and resources
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capabilities or sales appear to play a central role
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Managers can learn from our analysis that productFHQWULF ¿UPV QHHG WR DFTXLUH VSHFL¿F FDSDELOLWLHV
and resources to develop novel service-based busiQHVVPRGHOVRUWRWUDQVIRUPH[LVWLQJRQHVWRZDUGVD
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Your contact person for
innovation strategy and innovation culture
Karoline Bader, MA
Research associate
phone: +49 7541 6009-1285
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do not possess these service capabilities and reVRXUFHVWKH\DUHUHFRPPHQGHGWRHVWDEOLVKWKHP
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level of service orientation and accelerate the orchestration of a service-oriented mental model. FurWKHUPRUH RXU ¿QGLQJV RIIHU SUDFWLFDO LQVLJKWV LQWR
the characteristics to be focused on by managers of
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need to cleverly balance their product and service
innovation-related capabilities and assets.
For further reading:
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of business model innovation: Examining the role of
corporate culture and environmental turbulence. Annual
Conference of the European Academy of Management
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