{"title":"商业模式创新能力的配置方法:来自一个基于项目的公司的见解","authors":"Kristian Løbner, René Chester Goduscheit","doi":"10.1111/caim.12531","DOIUrl":null,"url":null,"abstract":"<p>The capabilities of business model innovation (BMI) are crucial for the modern firm to remain competitive. This study aims to answer recent calls for a more structured approach to understanding BMI and to researching how the capabilities relate to performance. Furthermore, and despite the rise of the project-based firm, there is still a profound lack of BMI research in the setting of project-based firms – a research stream, which we contribute to developing further. Theoretically, and on the basis of a literature review, we suggest a set of four overall capabilities for BMI with 29 corresponding themes within the areas of strategy, business models, management, and organizations. Empirically, we gained deep access to 15 projects in a major European engineering consultancy, which were marked by BMI. Analytically, we analyzed the results through a fuzzy-set qualitative comparative analysis (fsQCA) and derived three main findings. Firstly, a high degree of skunkworks with little relationship to the firm's strategic and operational logic leads to a fast time to market. Secondly, lack of managerial capabilities leads to increased investment and lower revenues. Finally, lack of managerial capabilities—even with the presence of strategic capabilities of BMI and organizational capabilities of BMI—leads to lower future potential of the business model. In continuation of these findings, we develop three propositions and recommend project-based firms to boost the managerial capabilities of leading BMI by focusing on training of BMI managers, organizational learning through experiments, establishing trust in project employees, ensuring openness in collaborations, minimizing transaction costs and developing appropriate key metrics for the BMI project.</p>","PeriodicalId":47923,"journal":{"name":"Creativity and Innovation Management","volume":null,"pages":null},"PeriodicalIF":3.7000,"publicationDate":"2022-11-16","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12531","citationCount":"1","resultStr":"{\"title\":\"A configurational approach to capabilities of business model innovation: Insights from a project-based firm\",\"authors\":\"Kristian Løbner, René Chester Goduscheit\",\"doi\":\"10.1111/caim.12531\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>The capabilities of business model innovation (BMI) are crucial for the modern firm to remain competitive. This study aims to answer recent calls for a more structured approach to understanding BMI and to researching how the capabilities relate to performance. Furthermore, and despite the rise of the project-based firm, there is still a profound lack of BMI research in the setting of project-based firms – a research stream, which we contribute to developing further. Theoretically, and on the basis of a literature review, we suggest a set of four overall capabilities for BMI with 29 corresponding themes within the areas of strategy, business models, management, and organizations. Empirically, we gained deep access to 15 projects in a major European engineering consultancy, which were marked by BMI. Analytically, we analyzed the results through a fuzzy-set qualitative comparative analysis (fsQCA) and derived three main findings. Firstly, a high degree of skunkworks with little relationship to the firm's strategic and operational logic leads to a fast time to market. Secondly, lack of managerial capabilities leads to increased investment and lower revenues. Finally, lack of managerial capabilities—even with the presence of strategic capabilities of BMI and organizational capabilities of BMI—leads to lower future potential of the business model. In continuation of these findings, we develop three propositions and recommend project-based firms to boost the managerial capabilities of leading BMI by focusing on training of BMI managers, organizational learning through experiments, establishing trust in project employees, ensuring openness in collaborations, minimizing transaction costs and developing appropriate key metrics for the BMI project.</p>\",\"PeriodicalId\":47923,\"journal\":{\"name\":\"Creativity and Innovation Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":3.7000,\"publicationDate\":\"2022-11-16\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1111/caim.12531\",\"citationCount\":\"1\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Creativity and Innovation Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/caim.12531\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q2\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Creativity and Innovation Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/caim.12531","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"MANAGEMENT","Score":null,"Total":0}
A configurational approach to capabilities of business model innovation: Insights from a project-based firm
The capabilities of business model innovation (BMI) are crucial for the modern firm to remain competitive. This study aims to answer recent calls for a more structured approach to understanding BMI and to researching how the capabilities relate to performance. Furthermore, and despite the rise of the project-based firm, there is still a profound lack of BMI research in the setting of project-based firms – a research stream, which we contribute to developing further. Theoretically, and on the basis of a literature review, we suggest a set of four overall capabilities for BMI with 29 corresponding themes within the areas of strategy, business models, management, and organizations. Empirically, we gained deep access to 15 projects in a major European engineering consultancy, which were marked by BMI. Analytically, we analyzed the results through a fuzzy-set qualitative comparative analysis (fsQCA) and derived three main findings. Firstly, a high degree of skunkworks with little relationship to the firm's strategic and operational logic leads to a fast time to market. Secondly, lack of managerial capabilities leads to increased investment and lower revenues. Finally, lack of managerial capabilities—even with the presence of strategic capabilities of BMI and organizational capabilities of BMI—leads to lower future potential of the business model. In continuation of these findings, we develop three propositions and recommend project-based firms to boost the managerial capabilities of leading BMI by focusing on training of BMI managers, organizational learning through experiments, establishing trust in project employees, ensuring openness in collaborations, minimizing transaction costs and developing appropriate key metrics for the BMI project.
期刊介绍:
Creativity and Innovation Management bridges the gap between the theory and practice of organizing imagination and innovation. The journal''s central consideration is how to challenge and facilitate creative potential, and how then to embed this into results-oriented innovative business development. The creativity of individuals, coupled with structured and well-managed innovation projects, creates a sound base from which organizations may operate effectively within their inter-organizational and societal environment. Today, successful operations must go hand in hand with the ability to anticipate future opportunities. Therefore, a cultural focus and inspiring leadership are as crucial to an organization''s success as efficient structural arrangements and support facilities. This is reflected in the journal''s contents: -Leadership for creativity and innovation; the behavioural side of innovation management. -Organizational structures and processes to support creativity and innovation; interconnecting creative and innovative processes. -Creativity, motivation, work environment/creative climate and organizational behaviour, creative and innovative entrepreneurship. -Deliberate development of creative and innovative skills including the use of a variety of tools such as TRIZ or CPS. -Creative professions and personalities; creative products; the relationship between creativity and humour; arts and amp; humanities side of creativity.