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Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market

Publikation: KonferencebidragPaperForskningpeer review

Standard

Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market. / Sebastian, Knab; Rohrbeck, René.

2014. Paper præsenteret ved The R&D Management Conference, Stuttgart, Tyskland.

Publikation: KonferencebidragPaperForskningpeer review

Harvard

Sebastian, K & Rohrbeck, R 2014, 'Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market', Paper fremlagt ved The R&D Management Conference, Stuttgart, Tyskland, 03/06/2014 - 06/06/2014. <http://ssrn.com/abstract=2447651>

APA

CBE

Sebastian K, Rohrbeck R. 2014. Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market. Paper præsenteret ved The R&D Management Conference, Stuttgart, Tyskland.

MLA

Sebastian, Knab og René Rohrbeck Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market. The R&amp;D Management Conference, 03 jun. 2014, Stuttgart, Tyskland, Paper, 2014. 14 s.

Vancouver

Sebastian K, Rohrbeck R. Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market. 2014. Paper præsenteret ved The R&D Management Conference, Stuttgart, Tyskland.

Author

Sebastian, Knab ; Rohrbeck, René. / Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market. Paper præsenteret ved The R&D Management Conference, Stuttgart, Tyskland.14 s.

Bibtex

@conference{3c0c27f0035d4fa59905d387d4d59f9f,
title = "Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market",
abstract = "This paper aims to explore whether intended business model innovation (BMI) activities enhance exploration capabilities of incumbent firms. We report findings from a longitudinal study that spans from 2010 to 2014. We find that even though incumbent firms generated 21 generic business models in 2010, only one has been successfully implemented by incumbents by February 2014. The majority has been pioneered by new entrants. These findings suggest that intended BMI activities can only partly contribute to overcoming the challenges associated with exploration. While evidence suggests that they are effective in overcoming some cognitive challenges, a second set of cognitive challenges and all action-level challenges remain.",
keywords = "Business Model Innovation, Business Modeling, Impact",
author = "Knab Sebastian and Ren{\'e} Rohrbeck",
year = "2014",
month = jun,
day = "5",
language = "English",
note = "The R&amp;D Management Conference ; Conference date: 03-06-2014 Through 06-06-2014",

}

RIS

TY - CONF

T1 - Why intended business model innovation fails to deliver: Insights from a longitudinal study in the German smart energy market

AU - Sebastian, Knab

AU - Rohrbeck, René

PY - 2014/6/5

Y1 - 2014/6/5

N2 - This paper aims to explore whether intended business model innovation (BMI) activities enhance exploration capabilities of incumbent firms. We report findings from a longitudinal study that spans from 2010 to 2014. We find that even though incumbent firms generated 21 generic business models in 2010, only one has been successfully implemented by incumbents by February 2014. The majority has been pioneered by new entrants. These findings suggest that intended BMI activities can only partly contribute to overcoming the challenges associated with exploration. While evidence suggests that they are effective in overcoming some cognitive challenges, a second set of cognitive challenges and all action-level challenges remain.

AB - This paper aims to explore whether intended business model innovation (BMI) activities enhance exploration capabilities of incumbent firms. We report findings from a longitudinal study that spans from 2010 to 2014. We find that even though incumbent firms generated 21 generic business models in 2010, only one has been successfully implemented by incumbents by February 2014. The majority has been pioneered by new entrants. These findings suggest that intended BMI activities can only partly contribute to overcoming the challenges associated with exploration. While evidence suggests that they are effective in overcoming some cognitive challenges, a second set of cognitive challenges and all action-level challenges remain.

KW - Business Model Innovation

KW - Business Modeling

KW - Impact

M3 - Paper

T2 - The R&amp;D Management Conference

Y2 - 3 June 2014 through 6 June 2014

ER -