Could you please forward the following message to the Business Policy
and Strategy List?
Business Model Innovation: New ways of developing and analyzing business
model innovation
Special issue call for papers from Journal of Business Models
Guest Editors: Prof. Christian Nielsen, Dr. Dirk Lüttgens, and Dr. Marco
Montemari
Background and motivation for the special issue
The term Business Model (BM) has become immensely popular as a field of
study since the “dot com era” in the mid-nineties (Zott et al., 2011;
Fielt, 2014). In the late 1990’s, as business ecosystems evolved due to
pressures of globalization and new communication technologies, many
companies started to rethink their BMs and business structures by
shifting to an electronic (e-business) format (Moore, 1998). New
technologies enabled transactions among companies, and between companies
and customers, in novel and more frictionless methods, in this way
creating value through either new streams of value (proposition),
revenue or logistics (Mahadevan, 2000).
The growing interest in studying the BM phenomena by both academics and
practitioners is also attributable to a hyper-competitive and global
business environment, which has increased companies’ awareness of BM
innovation. Given the ever-shorter lifecycles of products, services,
competencies, and work tasks, highly competitive conditions are forcing
companies to rethink and innovate on their operational BMs and processes
more frequently and more radically (Sosna et al., 2010; Achtenhagen et
al., 2013). Large and successful companies are realizing that their
current operational BMs could easily become obsolete in light of a new
and disruptive emerging technologies or BM (Cavalcante, 2013). A
well-known example of this is of Kodak Company who enjoyed monopolistic
privileges in the 20th century in the US market, but had substantial
challenges to overcome the industrial shift from film-based cameras to
digital.
Despite the understanding that BM innovation is of great concern to
managers and practitioners who wish to secure competitive positioning in
the market place, many issues regarding how the existing BMs can be
refined, redefined and renewed need to be further investigated.
The aim of this special issue is to expand and advance the knowledge
about state of Business Model Innovation research, highlighting work
that makes significant theoretical and empirical advances on new ways of
developing and analyzing business model innovation.
Topics for the special issue
Papers are invited for this special issue on any topic related to
“Business Model Innovation: New ways of developing and analyzing
business model innovation”. Both theoretical and empirical papers are
welcome. Example topics include but are not limited to:
• How can companies identify disruptive business models?
• What determines successful pioneer and follower strategies with
business model innovations?
• How can companies use patterns as tools for developing business
models?
• How can a transformation of the existing business model be organized
to lead companies to success?
• What are the hindering and enabling factors for business model
innovation?
• Which kind of tools, solutions, frameworks, organizational choices and
managerial practices can be used to support business model innovation?
Notes for Intending Authors
Submitted papers will be double-blind reviewed prior to acceptance.
Submissions are done sending the paper to one of the guest editors
within the deadline (30th November, 2015).
It is imperative that the intending authors also include his/her title,
academic position, mailing address, and telephone numbers along with the
submission.
The Journal
The Journal of Business Models (www.journalofbusinessmodels.com) is an
open source, peer reviewed, international journal devoted to
establishing the discipline of business models as a separately
recognized core discipline in academia - as is already the case in
practice.
The key audience of this journal is academics and dedicated consultants.
As this journal aims at pushing the knowledge of the field to a higher
level, and to becoming a core discipline in due course, the rigorousness
of the review process and the quality of the published papers naturally
lend themselves to an expert audience. However, policy-makers,
politicians, entrepreneurs and students with high academic aspirations
will also benefit substantially from the mix of articles in this
journal.
The objective of the journal is to disseminate the newest research-based
insight on business models. The Journal of Business Models constitutes
an interdisciplinary platform conveying multiple-type papers, i.e. both
conceptual and empirical papers and encourage methodological pluralism.
It is the aim to cover a wide array of perspectives on business models,
like e.g. innovation, commercialisation, exploitation, entrepreneurship,
internationalization, design, facilitation, strategy, organization,
accounting, performance measurement and finance.
Special Issue Guest Editors
Prof. Christian Nielsen, Business Model Design Center, Department of
Business and Management, Aalborg University, Denmark.
Email:
chn@business.aau.dk
Dr. Dirk Lüttgens, Technology, Innovation, Marketing & Entrepreneurship,
School of Business and Economics, RWTH Aachen University, Germany.
Email:
luettgens@time.rwth-aachen.de
Dr. Marco Montemari, Department of Management, School of Economics “G.
Fuà”, Università Politecnica delle Marche, Italy.
Email:
m.montemari@univpm.it
References
Achtenhagen, L., Melin, L. and Naldi, L. (2013), “Dynamics of Business
Models–Strategizing, Critical Capabilities and Activities for Sustained
Value Creation”, Long Range Planning, Vol. 46 No. 6, pp. 427-42.
Cavalcante, S.A. (2013), “Understanding the Impact of Technology on
Firms’ Business Models”, European Journal of Innovation Management, Vol.
16 No. 3, pp. 285-300.
Fielt, E. (2014), “Conceptualising Business Models: Definitions,
Frameworks and Classifications”, Journal of Business Models, Vol. 1 No.
1, pp. 85-105.
Mahadevan, B. (2000), “Business Models for Internet-Based E-Commerce: An
Anatomy”, California Management Review, Vol. 42 No. 4, pp. 55-69.
Moore, J.F. (1998), “The New Corporate Form”, in Tapscott, D., Lowy, A.
and Ticoll , D. (Eds.), Blueprint to the Digital Economy – Creating
Wealth in the Era of E-Business, McGraw-Hill, New York, pp. 77-96.
Sosna, M., Trevinyo-Rodríguez, R.N. and Velamuri, S.R. (2010), “Business
Model Innovation through Trial-and-Error Learning: The Naturhouse Case”,
Long Range Planning, Vol. 43 No. 2, pp. 383-407.
Zott, C., Amit, R. and Massa, L. (2011), “The Business Model: Recent
Developments and Future Research”, Journal of Management, Vol. 37 No. 4,
pp. 1019-42.