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Digital technologies have a profound impact on both consumer behavior (Chanias, 2017)and the competitive landscape (Vial, 2019). By providing the means by which firms can reconfigure their product/service mix, digital technologies allow for the creation of new offerings (Yoo et al., nosuke Matsushita Founder of Panasonic Corporation.
His unique perspective can help healthcare professionals and organizations navigate the complexities of growth, efficiency, and valuecreation in today's information-saturated environment. Following him provides inspiration and guidance on developing innovative platforms that bridge gaps in patient care and research collaboration.
Then, it discusses reasons and pre-requisites for collaboration in ecosystems. What makes an ecosystem powerful is its ability to create and deliver dominant value propositions through interorganizational collaboration. 2018; Kaapor, 2018; Baumann, 2019; Autio & Thomas, 2020). The article is structured as follows.
According to McKinsey, 58% of organisations embedded at least one AI capability into a process or product (Cam, 2019). 2019; Prem, 2019; Raisch & Krakowski, 2020). 2019), and limited research is currently available on how using AI can support specific challenges related to innovation management (Prem, 2019).
2019), innovation (Valkokari, 2015; Valkokari et al., 2017; Ketonen-Oksi & Valkokari, 2019), and entrepreneurial (Autio et al., 2019) and exploitation (for example, actor engagement, governance) (Clarysse et al., 2019) and exploitation (for example, actor engagement, governance) (Clarysse et al.,
For example, the European Commission declared their commitment to address these challenges and achieve more sustainable mobility and transport by boosting multimodal transport in the European Green Deal (European Commission, 2019). 2019; Whicher & Crick, 2019). 2018; Shipilov & Gawer, 2020). 2018; Bailetti et al.,
In this perspective, the core idea of ULLs is that urban sites can provide a learning arena within which the co-creation of innovation can be pursued between research organisations, public institutions, private sectors, and community actors (Liedtke et al., 2019), or to what extent they shape new governance modes (Marvin et al.,
2019; Runardotter et al., 2019), for example, the initial list of key components of traditional LLs were further revised and modified for the context of Urban LLs by Chronéer and colleagues (2019). 2019; Lupp et al., 2019)in relation to traditional rural activities such as farming and agriculture. 2017; Rotz et al.,
DDL is a hurdle for (established) companies that use data in their valuecreation process. The recent spread of digital technology is enabling new and promising possibilities for many firms, such as efficiency increases (Kugler, 2019), new products and services, or innovative business models (Parker et al.,
The adoption of a Direct-to-Consumer (DTC) business model means that a company sells its products directly to consumers without any intermediaries (see CBInsights 2019). These models reflected the influence of internal-, external-, and technological factors on adapting to eCom (Sanchez-Torres & Juarez-Acosta, 2019).
According to Klerkx and colleagues (2019), digitalization in agriculture is expected to provide technical optimization of agricultural production systems, value chains, and food systems. Further, it may help address societal concerns around farming. 2015; Udovita, 2020). 2013; Amhag et al., Mishra & Koehler, 2006; Koehler et al.,
The overarching purpose was also to contribute to the “servitization” field by taking a value recipient perspective, given that servitization literature mainly takes a supplier perspective. 2019) for example, only briefly mention the recipient perspective. The two servitization literature reviews (Carlborg et al., 2014; Raddats et al.,
The current body of research emphasizes the great need for engagement among various actors who can collaboratively share resources in shaping new market offers with blockchain-based business models. Research topics. White Paper: A next-generation smart contract and decentralized application platform. Casey, Michael and Vigna, Paul.
The current body of research emphasizes the great need for engagement among various actors who can collaboratively share resources in shaping new market offers based around DLTs. This special issue is motivated by the desire to fill a gap in the literature regarding the development of smart digital economies built with DLT-based platforms.
Even though, BMI is widely acknowledged as a potential response to disruption and changes in the sources of valuecreation, it remains one of the most challenging tasks for managers (Eppler & Hoffmann, 2012). The origin of business modelling goes back to valuecreation and capture within the internet business in the mid-1990s.
First, this is the lack of understanding of the multi-level architecture of embedded ecosystems (Radziwon & Bogers, 2019). In contrast with biology-based ecosystems, in technology-based business ecosystems the shared purpose is driven by “a set of values about openness of ideas and technologies” (Moore, 2013). DOI: [link].
“Business models” reflect the ways a company earns money (Osterwalder, 2004) by describing the business process as a system of interdependent activities (Zott & Amit, 2010), which in the end leads to valuecreation. Collaboration and informal hierarchy in innovation teams: Product introductions in entrepreneurial ventures.
This challenge is not unique to a specific country or geographical region, but is especially relevant in Canada where, for example, a recent report by the Toronto Board of Trade pointed out that, “Canada is a terrific start-up nation but a dismal failure as a scale-up nation” (Crane, 2019). Ballantyne, D., Varey, J.R., & & Payne, A.
2006), a living lab provides a real-life milieu that stimulates innovative collaboration among people for solving challenges (Westerlund & Leminen, 2011; Almirall et al., Scholars have not yet reached a consensus about models or guidance involving living lab governance and valuecreation for stakeholders (Westerlund et al.,
Public sector innovation is now more dependent on joint processes based on cross-sectorial collaboration, which implies that public innovation has become complex and dynamic, since citizens multifaceted needs require several actors to coordinate their efforts. 2012; Ruijer & Meijer, 2020). 2013; Voorberg et al.,
2019; Greve et al., Their study recognised matchmaking and innovation process design, management of collaborative projects, project valuation, and portfolio management as such strategic capabilities. First, a briefing takes place to clarify the JOSEPHS® concept and set realistic expectations for collaboration. Katzy et al.
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