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Books on the topic 'Businesss model innovation'

Author: Grafiati

Published: 4 June 2021

Last updated: 1 February 2022

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1

Afuah, Allan. Business Model Innovation. Routledge, 2018. http://dx.doi.org/10.4324/9780429446481.

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Andreini, Daniela, and Cristina Bettinelli. Business Model Innovation. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-53351-3.

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Trapp, Martin. Realizing Business Model Innovation. Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05094-8.

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4

Jørgensen, Sveinung, and Lars Jacob Tynes Pedersen. RESTART Sustainable Business Model Innovation. Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-91971-3.

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Renker, Clemens. Business Model Innovation in Banken. Springer Fachmedien Wiesbaden, 2018. http://dx.doi.org/10.1007/978-3-658-19778-0.

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6

Jørgensen, Sveinung. RESTART Sustainable Business Model Innovation. Springer Nature, 2018.

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7

Bagnoli, Carlo, Alessia Bravin, Maurizio Massaro, and Alessandra Vignotto. Business Model 4.0. Edizioni Ca' Foscari, 2018. http://dx.doi.org/10.30687/978-88-6969-286-4.

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The manufacturing digital transformation is changing the industry through the introduction of advanced solutions that allow companies to re-interpret their role along the value chain. The industrial revolution opens up great opportunities for Italian companies, in terms of process efficiency, cost reduction and improvement in productivity, but also in the rethinking of products, new services, and the ability of reaction to market needs. This report examines the possible impact of Industry 4.0 on business models considering technological innovation also as a driver of strategic innovation.

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8

Stampfl, Georg. The Process of Business Model Innovation. Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-11266-0.

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9

Gagnon, Stéphane. E-business model innovation and capability building. United Nations University : World Institute for Development Economics Research, 2003.

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10

Saxena, Kul Bhushan C., Swanand J. Deodhar, and Mikko Ruohonen. Business Model Innovation in Software Product Industry. Springer India, 2017. http://dx.doi.org/10.1007/978-81-322-3652-8.

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11

Sniukas, Marc. Business Model Innovation as a Dynamic Capability. Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50100-6.

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12

Gassmann, Oliver, Karolin Frankenberger, and Roman Sauer. Exploring the Field of Business Model Innovation. Springer International Publishing, 2016. http://dx.doi.org/10.1007/978-3-319-41144-6.

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13

Hoffmann, Christian Pieter, Silke Lennerts, Christian Schmitz, Wolfgang Stölzle, and Falk Uebernickel, eds. Business Innovation: Das St. Galler Modell. Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-07167-7.

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14

Michelini, Laura. Social Innovation and New Business Models. Springer Berlin Heidelberg, 2012. http://dx.doi.org/10.1007/978-3-642-32150-4.

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15

Bouwman, Harry, Henny De Vos, and Timber Haaker, eds. Mobile Service Innovation and Business Models. Springer Berlin Heidelberg, 2008. http://dx.doi.org/10.1007/978-3-540-79238-3.

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16

Schallmo, Daniel. Bestehende Ansätze zu Business Model Innovationen. Springer Fachmedien Wiesbaden, 2015. http://dx.doi.org/10.1007/978-3-658-09901-5.

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17

Siedhoff, Stina. Seizing Business Model Patterns for Disruptive Innovations. Springer Fachmedien Wiesbaden, 2019. http://dx.doi.org/10.1007/978-3-658-26336-2.

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18

Buliga, Oana. Measures for Innovating Business Models. Springer Fachmedien Wiesbaden, 2014. http://dx.doi.org/10.1007/978-3-658-05535-6.

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19

Institut catholique de Paris. École supérieure des sciences économiques et commerciales. Experiencing innovation in Asia: Cases in business model development. Edited by Capgemini Consulting. World Scientific, 2015.

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20

Pfannstiel, Mario A., and Christoph Rasche, eds. Service Business Model Innovation in Healthcare and Hospital Management. Springer International Publishing, 2017. http://dx.doi.org/10.1007/978-3-319-46412-1.

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21

Azevedo, Susana Garrido, Marcus Brandenburg, Helena Carvalho, and Virgílio Cruz-Machado, eds. Eco-Innovation and the Development of Business Models. Springer International Publishing, 2014. http://dx.doi.org/10.1007/978-3-319-05077-5.

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22

1961-, Rohner Tim, ed. The venture imperative: A new model for corporate innovation. Harvard Business School Press, 2002.

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23

Learning regional innovation: Scandinavian models. Palgrave Macmillan, 2010.

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24

Seizing the white space: Business model innovation for growth and renewal. Harvard Business Press, 2010.

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25

W, Johnson Mark. Seizing the white space: Business model innovation for growth and renewal. Harvard Business Press, 2010.

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26

Johnson, Mark W. Seizing the white space: Growth and renewal through business model innovation. Harvard Business Press, 2010.

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27

Tesch, Jan F., ed. Business Model Innovation in the Era of the Internet of Things. Springer International Publishing, 2019. http://dx.doi.org/10.1007/978-3-319-98723-1.

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28

Afuah, Allan. Business Model Innovation. Routledge, 2018.

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29

Afuah, Allan. Business Model Innovation. Taylor & Francis Group, 2018.

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30

Massa, Lorenzo, and Christopher L. Tucci. Business Model Innovation. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199694945.013.002.

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31

Foss, Nicolai J., and Tina Saebi, eds. Business Model Innovation. Oxford University Press, 2015. http://dx.doi.org/10.1093/acprof:oso/9780198701873.001.0001.

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32

Afuah, Allan. Business Model Innovation. Routledge, 2014. http://dx.doi.org/10.4324/9780203584583.

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33

Volberda, Henk, Frans van den Bosch, and Kevin Heij. Re-examining Business Model Innovation. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.003.0008.

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Chapter 8 summarizes the main findings in the following areas: the two fundamental types of business model innovation, the levers of business model innovation, business model transformation, and the role of management. The chapter also presents a series of dos and don’ts for business model innovation, compiled from extensive discussions with a panel of senior managers who took part in our research and who have considerable experience in business model innovation.

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34

Kaplan, Saul, ed. The Business Model Innovation Factory. Wiley, 2012. http://dx.doi.org/10.1002/9781119205234.

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35

Multi Business Model Innovation Approach. River Publishers, 2018.

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36

Volberda, Henk, Frans van den Bosch, and Kevin Heij. Levers for Business Model Innovation. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.003.0004.

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Chapter 4 shows how firms can use four different levers—technology, management practices, organizational forms, and co-creation—for business model innovation, and questions which combinations of levers are the most successful. The chapter starts by showing how Polaroid’s strong focus on developing technological skills was not accompanied by the development of new markets and distribution channels. The case demonstrates that mediocre technology with a superior business model can deliver more value than superior technology with a mediocre business model. Research on the firms Ericsson, Muji, Oti

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37

Volberda, Henk, Frans van den Bosch, and Kevin Heij. Introduction. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.003.0001.

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Chapter 1 starts with the case of Kodak and the development of the electronic still camera to illustrate the pivotal importance of business model innovation. This opening chapter looks at why business model innovation is needed, sets out the research model and key research questions, and outlines the main elements to be discussed in subsequent chapters. These include: the changing competitive environment; business model innovation strategies; levers of business model innovation; catalysts and inhibitors in business model innovation; and competitive advantages of new business models. These elem

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38

Harvard business review on business model innovation. Harvard Business School Pub., 2010.

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39

Harvard business review on business model innovation. Harvard Business Press, 2010.

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40

Harvard Business Review on Business Model Innovation. Harvard Business Press, 2010.

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41

Volberda, Henk, Frans A. J. Van Den Bosch, and Kevin Heij. Reinventing Business Models. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.001.0001.

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Although research on business model innovation is flourishing internationally, important questions on the ‘how’, ‘what’, and ‘when’ of this process remain largely unanswered, particularly in regard to the role of top management. Using new knowledge derived from a survey among firms from various industries and several case studies, this book seeks to give us better understanding of ‘how’ firms can innovate their business model, ‘what’ kind of levers management should work on, and ‘when’ management should change the business model. It particularly considers one key question: is it better to repl

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42

Malhotra, Yogesh. Knowledge Management and Business Model Innovation. IGI Global, 2001.

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43

1964-, Malhotra Yogesh, and Malhotra Yogesh 1964-, eds. Knowledge management and business model innovation. Idea Group Pub., 2001.

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44

Foss, Nicolai J., and Tina Saebi. Business Model Innovation: The Organizational Dimension. Oxford University Press, 2015.

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45

Business Model Innovation: The Organizational Dimension. Oxford University Press, 2016.

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46

Volberda, Henk, Frans van den Bosch, and Kevin Heij. Managing Business Model Transformation. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.003.0007.

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Chapter 7 describes the decisive role of management in business model innovation. It considers each of the approaches in the business model innovation matrix and examines the role played by top and middle managers. It gives the example of how TomTom went through a recursive cycle of renewal and replication, with a visionary CEO as the main driver. A number of potential traps in business model innovation and how managers may avoid them are discussed. This chapter explores various warning signs that might indicate to management that a change of business model is required and examines, through ca

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47

Volberda, Henk, Frans van den Bosch, and Kevin Heij. Business Model Transformation. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.003.0006.

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Chapter 6 explores the dynamics of business model innovation by discussing the interactions between Sony and Apple over the minidisc and the MP3 player. Seemingly, a period of business model renewal is likely to be followed by business model replication. Both renewal and replication can be internally driven, or externally driven. Combining types of business model innovation (replication versus renewal) with business model orientation (strategy-driven versus customer-driven) gives four variations of business model transformation: exploit and improve, explore and dominate, exploit and connect, a

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48

Cusumano, Michael A., and Andreas Goeldi. New Businesses and New Business Models. Edited by William H. Dutton. Oxford University Press, 2013. http://dx.doi.org/10.1093/oxfordhb/9780199589074.013.0012.

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This chapter shows one of the most significant issues facing old and new businesses in the digital age – the development of new business models – and determines a wide range of business models enabled by new platforms for computing and communications over the Internet. It reviews the general impact of the Internet on firm-level strategy (how to compete in particular markets) and business models (how to generate revenues and profits), and then describes how the Internet has caused entrepreneurship and innovation. Entrepreneurs around the world believed that the Internet would develop magical sc

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49

Cowhey, Peter F., and Jonathan D. Aronson. National Innovation Systems. Oxford University Press, 2017. http://dx.doi.org/10.1093/acprof:oso/9780190657932.003.0001.

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Innovation is the key driver of economic prosperity. It is the product of an ecosystem of at least five interlinked building blocks: social networks and dynamic labor markets, shared assets that lower costs for innovative companies, flexible business models, financial models to support innovation, and appropriate government policies. National innovation systems transform periodically and public policy significantly influences their evolution. Since 1945, the United States has had two dominant systems of innovation. The first relied on vertically integrated firms such as AT&T or DuPont. Mor

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50

Volberda, Henk, Frans van den Bosch, and Kevin Heij. Enablers and Inhibitors of Business Model Innovation. Oxford University Press, 2017. http://dx.doi.org/10.1093/oso/9780198792048.003.0005.

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Chapter 5 discusses the different catalysts and inhibitors which firms encounter when they innovate their business model, including the various factors that prevented the Dutch telecoms company KPN from renewing its business model. There follows an analysis of how factors such as the organizational culture and style of leadership, the characteristics of the CEO, the degree of external orientation, organizational characteristics, and institutional stakeholders can delay or speed up business model innovation. The roles played, for example, by transformational leadership, the length of the tenure

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