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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.

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