With the new millennium and the hype of electronic business a new movement
was created that still gains momentum: business model innovations. Deeply
influenced by business informatics in the early years, business models and
business model innovations became a pervasive part of our business life.
Particularly business model innovations opened the door for a thinking far
beyond product and process innovations. By considering new ways of designing
value propositions, value-added architectures and sales modes (e.g. Timmers,
1998), business model innovations became an attractive option of recent
innovation management and strategic management of the entrepreneurial kind
as well. Especially small- and medium-sized entities (SMEs) found a new way
to innovate without spending too much resources in uncertain investments.
Once successfully implemented, business model innovations on the micro level
drive organizational renewal and/or help in developing new businesses. More
than that, business model innovations may change the ‘rules of the game’ in
markets and trigger processes of industry transformation (Porter & Rivkin,
2000) on the macro level. Despite the considerable power of business model
innovations, not every innovative business model is a ‘home-run’. Empirical
evidence suggests (e.g. Freiling & Dressel, 2014) that sophisticated new
business models promise ‘win-win’ constellations for both customers and
suppliers, but face the problem of limited adoption in target markets.
Insofar, the implementation goes along with numerous obstacles. Little is
said about the root causes of these obstacles and the ways how to cope with
these challenges.


This special issue is devoted to all the above-mentioned issues and invites
papers that are conceptual, theory-based and/or empirical in nature. The
call is open for disciplinary and, particularly, inter-disciplinary
perspectives on the development of business model innovations, their impact
on markets, industries and society, and obstacles. Against this background,
there are numerous topics that fit under this umbrella. Contributors are
welcome to propose other topics that meet the objectives of this issue. To
name but a few, the following list of potential questions does by no means
intend to be exhaustive but only illustrative:

*	Is there a shift in innovation management towards business model
innovations? If so, how far and/or why?
*	How do innovative business models evolve?
*	What does it take to be a business model innovator – from and
organizational and/or individual viewpoint?
*	Does entrepreneurial orientation play a role in generating and
implementing business model innovations?
*	What is the role of the ambidexterity construct in case of business
model innovations?
*	Do dominant logics in organizations foster or impede the
implementation of business model innovations?
*	What makes new business models innovative?
*	How (far) do business model innovations restructure industries?
*	How can we extract critical factors of the success of business model
*	What are these critical factors of the success of business model
*	Does the business model canvas concept (Osterwalder & Pigneur, 2010)
have an impact of successfully implementing new business models?
*	When do innovative business models fail?
*	Why do innovative business models fail?
*	Does an international launch of business model innovations require
local adaptations?

Paper submission:

Papers should be submitted before the end of March 15, 2015 to JEMI, at:
[log in to unmask] They must be in sufficient detail for the referees to
judge their meaning and value. Submissions must be in English, should
normally be no more than 15 pages in length (up to 8,000 words), and follow
the submission requirements posted on the JEMI website at Notifications of acceptance/rejection
will be sent to authors within less than three months.


Freiling, J. & Dressel, K. (2014). Exploring constrained rates of adoption
of total cost of ownership models: A service-dominant logic analysis.
International Small Business Journal 32, published online March 12, 2014,
Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation, New York:

Porter, M.E. & Rivkin, J.W. (2000). Industry Transformation. Boston/Mass.:
Harvard Business School Publications. 
Timmers, P. (1998). Business Models for Electronic Markets. Electronic
Markets 8 (2): 3-8.



Dr. Jörg Freiling, Full Professor

Vice Dean of the Faculty for Business Studies & Economics


LEMEX – Chair in Small Business & Entrepreneurship

Faculty for Business Studies & Economics

University of Bremen

Wilhelm-Herbst-Str. 5

D-28359 Bremen


Tel.: (49) 0421/218-66870

Fax: (49) 0421/218-66902

Web:  <>

ResearchGate (information on research activities):



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