3,317
Views
5
CrossRef citations to date
0
Altmetric
Articles

Business model design in the case of complex innovations: a conceptual model

ORCID Icon & ORCID Icon
Pages 176-187 | Received 23 Jan 2019, Accepted 24 Jul 2020, Published online: 10 Aug 2020

References

  • Alexy, O., G. George, and A. J. Salter. 2013. “Cui Bono? The Selective Revealing of Knowledge and its Implications for Innovative Activity.” Academy of Management Review 38 (2): 270–291. doi: 10.5465/amr.2011.0193
  • Amit, R., and C. Zott. 2015. “Crafting Business Architecture: The Antecedents of Business Model Design.” Strategic Entrepreneurship Journal 9 (4): 331–350. doi: 10.1002/sej.1200
  • Anderson, P. 1999. “Perspective: Complexity Theory and Organization Science.” Organization Science 10 (3): 216–232. doi: 10.1287/orsc.10.3.216
  • Avelino, F., and J. Rotmans. 2009. “Power in Transition: An Interdisciplinary Framework to Study Power in Relation to Structural Change.” European Journal of Social Theory 12 (4): 543–569. doi: 10.1177/1368431009349830
  • Baden-Fuller, C., and S. Haefliger. 2013. “Business Models and Technological Innovation.” Long Range Planning 46 (6): 419–426. doi: 10.1016/j.lrp.2013.08.023
  • Baldwin, C. Y., and K. B. Clark. 2000. Design Rules: The Power of Modularity, vol.1. Cambridge, MA: MIT press.
  • Baldwin, C., and E. Von Hippel. 2011. “Modeling a Paradigm Shift: From Producer Innovation to User and Open Collaborative Innovation.” Organization Science 22 (6): 1399–1417. doi: 10.1287/orsc.1100.0618
  • Boland, R. J., and F. Collopy. 2004. “Toward a Design Vocabulary for Management.” In Managing as Designing, edited by R. J. Boland and F. Collopy, 265–276. Stanford, CA: Stanford University Press.
  • Boland Jr, R. J., F. Collopy, K. Lyytinen, and Y. Yoo. 2008. “Managing as Designing: Lessons for Organization Leaders From the Design Practice of Frank O. Gehry.” Design Issues 24 (1): 10–25. doi: 10.1162/desi.2008.24.1.10
  • Brown, S. L., and K. M. Eisenhardt. 1997. “The art of Continuous Change : Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations.” Administrative Science Quarterly 42 (1): 1–34. doi: 10.2307/2393807
  • Campagnolo, D., and A. Camuffo. 2010. “The Concept of Modularity in Management Studies: A Literature Review.” International Journal of Management Reviews 12 (3): 259–283.
  • Carlile, P. R. 2004. “Transfering, Translating, and Transforming: An Integrative Framework for Managing Knowledge Across Boundaries.” Organization Science 15 (5): 555–568. doi: 10.1287/orsc.1040.0094
  • Casadesus-Masanell, R., and J. E. Ricart. 2010. “From Strategy to Business Models and Onto Tactics.” Long Range Planning 43 (2–3): 195–215. doi: 10.1016/j.lrp.2010.01.004
  • Chu, D., R. Strand, and R. Fjelland. 2003. “Theories of Complexity.” Complexity 8 (3): 19–30. doi: 10.1002/cplx.10059
  • DaSilva, C. M., and P. Trkman. 2014. “Business Model: What it is and What it is not.” Long Range Planning 47 (6): 379–389. doi: 10.1016/j.lrp.2013.08.004
  • Dattée, B., O. Alexy, and E. Autio. 2018. “Maneuvering in Poor Visibility: How Firms Play the Ecosystem Game When Uncertainty is High.” Academy of Management Journal 61 (2): 466–498. doi: 10.5465/amj.2015.0869
  • Davis, J. P., K. M. Eisenhardt, and C. B. Bingham. 2009. “Optimal Structure, Market Dynamism, and the Strategy of Simple Rules.” Administrative Science Quarterly 54 (3): 413–452. doi: 10.2189/asqu.2009.54.3.413
  • Dougherty, D., and D. D. Dunne. 2011. “Organizing Ecologies of Complex-Innovation.” Organization Science 22 (5): 1214–1223. doi: 10.1287/orsc.1100.0605
  • Dougherty, D., and D. D. Dunne. 2012. “Digital Science and Knowledge Boundaries in Complex-Innovation.” Organization Science 23 (5): 1467–1484. doi: 10.1287/orsc.1110.0700
  • Dunne, D. D., and D. Dougherty. 2016. “Abductive Reasoning: How Innovators Navigate in the Labyrinth of Complex Product Innovation.” Organization Studies 37 (2): 131–159. doi: 10.1177/0170840615604501
  • Eisenhardt, K. M., and J. A. Martin. 2000. “Dynamic Capabilities: What are They?” Strategic Management Journal 21 (10-11): 1105–1121. doi: 10.1002/1097-0266(200010/11)21:10/11<1105::AID-SMJ133>3.0.CO;2-E
  • Ethiraj, S. K., and D. Levinthal. 2004. “Modularity and Innovation in Complex Systems.” Management Science 50 (2): 159–173. doi: 10.1287/mnsc.1030.0145
  • Frankenberger, K., T. Weiblen, and O. Gassmann. 2014. “The Antecedents of Open Business Models: An Exploratory Study of Incumbent Firms.” R and D Management 44 (2): 173–188. doi: 10.1111/radm.12040
  • Garud, R., P. Tuertscher, and A. H. Van de Ven. 2013. “Perspectives on Innovation Processes.” Academy of Management Annals 7 (1): 775–819. doi: 10.5465/19416520.2013.791066
  • Hill, C. W. L., and F. T. Rothaermel. 2003. “The Performance of Incumbent Firms in the Face of Radical Technological Innovation.” Academy of Management Review 28 (2): 257–274. doi: 10.5465/amr.2003.9416161
  • Kauffman, S. A. 1992. “The Origins of Order: Self-Organization and Selection in Evolution.” Spin Glasses and Biology 6: 61–100. World Scientific. doi: 10.1142/9789814415743_0003
  • Massa, L., C. Tucci, and A. Afuah. 2017. “A Critical Assessment of Business Model Research.” Academy of Management Annals 11 (1): 73–104. doi: 10.5465/annals.2014.0072
  • Nair, S., and H. Paulose. 2014. “Emergence of Green Business Models: The Case of Algae Biofuel for Aviation.” Energy Policy 65: 175–184. doi: 10.1016/j.enpol.2013.10.034
  • Nickerson, J., and T. Zenger. 2004. “A Knowledge-Based Theory of the Firm-The Problem-Solving Perspective.” Organization Science 15 (6): 617–632. doi: 10.1287/orsc.1040.0093
  • Niosi, J. 2011. “Complexity and Path Dependence in Biotechnology Innovation Systems.” Industrial and Corporate Change 20 (6): 1795–1826. doi: 10.1093/icc/dtr065
  • Packard, M. D., and B. B. Clark. 2019. “On the Mitigability of Uncertainty and the Choice Between Predictive and non-Predictive Strategy.” Academy of Management Review In-press.
  • Rai, A., A. Burton-Jones, H. Chen, A. Gupta, A. R. Hevner, et al. 2017. “Diversity of Design Science Research.” MIS Quarterly 41 (1): iii–xviii.
  • Rindova, V. P., and S. Kotha. 2001. “Continuous “Morphing”: Competing Through Dynamic Capabilities, Form, and Function.” Academy of Management Journal 44 (6): 1263–1280.
  • Ritala, P., and L. M. Sainio. 2014. “Coopetition for Radical Innovation: Technology, Market and Business-Model Perspectives.” Technology Analysis and Strategic Management 26 (2): 155–169. doi: 10.1080/09537325.2013.850476
  • Russell, M. G., and N. V. Smorodinskaya. 2018. “Leveraging Complexity for Ecosystemic Innovation.” Technological Forecasting and Social Change November: 1–18.
  • Saebi, T., and N. J. Foss. 2015. “Business Models for Open-Innovation: Matching Heterogeneous Open-Innovation Strategies with Business Model Dimensions.” European Management Journal 33 (3): 201–213. doi: 10.1016/j.emj.2014.11.002
  • Sarasvathy, S. D. 2004. “Making it Happen: Beyond Theories of the Firm to Theories of Firm Design.” Entrepreneurship Theory and Practice 28 (6): 519–531. doi: 10.1111/j.1540-6520.2004.00062.x
  • Schön, D. A. 1983. The Reflective Practitioner: How Professionals Think in Action. New York: Basic books.
  • Simon, H. A. 1960. The new science of management decision.
  • Simon, H. A. 1995. “Problem Forming, Problem Finding and Problem Solving in Design.” In Design & Systems, edited by A. Collen and W. Gasparski, 245–257. New Brunswick: Transaction Publishers.
  • Simon, H. A. 1996. The Sciences of the Artificial. Cambridge, MA: MIT press.
  • Stacey, R. D. 2007. Strategic Management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking About Organisations. 5th ed. Harlow: Prentice Hall.
  • Stacey, R. D., D. Griffin, and P. Shaw. 2000. Complexity and Management: fad or Radical Challenge to Systems Thinking?. London: Psychology Press.
  • Surie, G., and J. K. Hazy. 2006. “Generative Leadership: Nurturing Innovation in Complex Systems.” Emergence: Complexity & Organization 8 (4): 13–26.
  • Teece, D. J. 2010. “Business Models, Business Strategy and Innovation.” Long Range Planning 43 (2–3): 172–194. doi: 10.1016/j.lrp.2009.07.003
  • Teece, D. J. 2018. “Business Models and Dynamic Capabilities.” Long Range Planning 51 (1): 40–49. doi: 10.1016/j.lrp.2017.06.007
  • Vandenbosch, B., and K. Gallagher. 2004. “The Role of Constraints.” In Managing as Designing, edited by R. J. Boland and F. Collopy, 198–202. Stanford, CA: Stanford University Press.
  • Wiltbank, R., N. Dew, S. Read, and S. D. Sarasvathy. 2006. “What to do Next? The Case for non-Predictive Strategy.” Strategic Management Journal 27 (10): 981–998. doi: 10.1002/smj.555
  • Yoo, Y., R. J. Boland, and K. Lyytinen. 2006. “From Organization Design to Organization Designing.” Organization Science 17 (2): 215–229. doi: 10.1287/orsc.1050.0168
  • Yoo, Y., R. J. Boland Jr, K. Lyytinen, and A. Majchrzak. 2012. “Organizing for Innovation in the Digitized World Linked References are Available on JSTOR for This Article.” Organization Science 23 (5): 1398–1408. doi: 10.1287/orsc.1120.0771
  • Zott, C., and R. Amit. 2010. “Business Model Design: An Activity System Perspective.” Long Range Planning 43 (2–3): 216–226. doi: 10.1016/j.lrp.2009.07.004
  • Zott, C., R. Amit, and L. Massa. 2011. “The Business Model: Recent Developments and Future Research.” Journal of Management 37 (4): 1019–1042. doi: 10.1177/0149206311406265