Jump to ContentJump to Main Navigation
Reinventing Business ModelsHow Firms Cope with Disruption$
Users without a subscription are not able to see the full content.

Henk Volberda, Frans A.J. Van Den Bosch, and Kevin Heij

Print publication date: 2017

Print ISBN-13: 9780198792048

Published to Oxford Scholarship Online: December 2017

DOI: 10.1093/oso/9780198792048.001.0001

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2017. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see http://www.oxfordscholarship.com/page/privacy-policy).date: 23 January 2018

Levers for Business Model Innovation

Levers for Business Model Innovation

Chapter:
(p.81) 4 Levers for Business Model Innovation
Source:
Reinventing Business Models
Author(s):

Henk Volberda

Frans van den Bosch

Kevin Heij

Publisher:
Oxford University Press
DOI:10.1093/oso/9780198792048.003.0004

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, Oticon, and Zara to see how they use the four levers to innovate their business model reveals that adjusting management practices is the most important in both renewal and replication. Examples of firms using different combinations of levers are TomTom’s technologically oriented renewal (combining new technologies with entrepreneurial management practices), Ericsson’s internally oriented renewal (through technology, agile management practices, and organizational forms), Procter & Gamble’s externally oriented renewal (through co-creation, new management practices, and organizational forms), and DSM’s integrated renewal (using all four levers).

Keywords:   complementary effects, business model levers, technologically oriented renewal, internally oriented renewal, externally oriented renewal, integrated renewal

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .