 |
 |
BUSINESS MODEL INNOVATION – A CONCEPT BETWEEN ORGANIZATIONAL RENEWAL AND INDUSTRY TRANSFORMATION
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:
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 http://jemi.edu.pl/pl/submission.html. Notifications of acceptance/rejection will be sent to authors within less than three months.
References
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, doi:10.1177/0266242613519118.
Osterwalder, A. & Pigneur, Y. (2010). Business Model Generation, New York: Wiley.
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
ResearchGate (information on research activities): http://www.researchgate.net/profile/Joerg_Freiling
__________________________________________________________