Skip to main content
SpringerLink
Log in

Business Model Innovation

  • Chapter
  • First Online:
Business Model Management

Part of the book series: Springer Texts in Business and Economics ((STBE))

Abstract

Business model innovation has received more attention in recent years than nearly all of the other subareas of business model management. In this respect, there is a great interest in literature and practice regarding the conditions, structure and implementation of innovations on the business model level. Since business model innovation is rather abstract compared to product or process innovation, knowledge of the business model concept as well as classic innovation management is necessary in order to better understand it.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 16.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 139.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    See also for the following chapter Wirtz (2010a, 2018a, 2019a).

References

  • Afuah, A. (2004). Business models – A strategic management approach. New York: McGraw-Hill.

    Google Scholar 

  • Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6), 493–520.

    Article  Google Scholar 

  • Amit, R., & Zott, C. (2012). Creating value through business model innovation. Sloan Management Review, 53(3), 41–49.

    Google Scholar 

  • Bucherer, E., Eisert, U., & Gassmann, O. (2012). Towards systematic business model innovation: Lessons from product innovation management. Creativity and Innovation Management, 21(2), 183–198.

    Article  Google Scholar 

  • Budde, F., Elliot, B. R., Farha, G., & Palmer, C. R. (2000). The chemistry of knowledge. McKinsey Quarterly, 4, 99–107.

    Google Scholar 

  • Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and to tactics. Long Range Planning, 43(2–3), 195–215.

    Article  Google Scholar 

  • Chesbrough, H. (2006). Open business models. Boston, MA: Harvard Business School Press.

    Google Scholar 

  • Chesbrough, H. (2007). Business model innovation: It’s not just about technology anymore. Strategy & Leadership, 35(6), 12–17.

    Article  Google Scholar 

  • Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2–3), 354–363.

    Article  Google Scholar 

  • Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555.

    Article  Google Scholar 

  • Chesbrough, H., Vanhaverbeke, W., & West, J. (Eds.). (2006). Open innovation. Researching a new paradigm. Oxford: Oxford University.

    Google Scholar 

  • Cooper, R. G. (1994). Third-generation new product processes. Journal of Product Innovation Management, 11(1), 3–14.

    Article  Google Scholar 

  • Deloitte. (2002). Business model innovation. New York: Deloitte.

    Google Scholar 

  • Demil, B., & Lecocq, X. (2010). Business model evolution: In search of dynamic consistency. Long Range Planning, 43(2–3), 227–246.

    Article  Google Scholar 

  • Denicolai, S., Ramirez, M., & Tidd, J. (2014). Creating and capturing value from external knowledge: The moderating role of knowledge intensity. R&D Management, 44(3), 248–264.

    Article  Google Scholar 

  • Eppler, M. J., & Hoffmann, F. (2012). Does method matter? An experiment on collaborative business model idea generation in teams. Innovations, 14(3), 388–403.

    Article  Google Scholar 

  • Gambardella, A., & McGahan, A. M. (2010). Business model innovation: General purpose technologies and their implications for industry structures. Long Range Planning, 43(2–3), 262–271.

    Article  Google Scholar 

  • Goffin, K., & Mitchell, R. (2010). Innovation management: Strategy and implementation using the pentathlon framework (2nd ed.). Hampshire: Palgrave Macmillan.

    Book  Google Scholar 

  • Günzel, F., & Holm, A. B. (2013). One size does not fit all: Understanding the front-end and back-end of business model innovation. International Journal of Innovation Management, 17(1), 1–34.

    Article  Google Scholar 

  • Hamel, G. (2000). Leading the revolution. Boston: Harvard Business School Press.

    Google Scholar 

  • Hargadon, A. (2015). How to discover and assess opportunities for business model innovation. Strategy & Leadership, 43(6), 33–37.

    Article  Google Scholar 

  • Hauschildt, J., & Salomo, S. (2007). Innovationsmanagement (4th ed.). München: Vahlen.

    Google Scholar 

  • Hughes, G. D., & Chafin, D. C. (1996). Turning new product development into a continuous learning process. Journal of Product Innovation Management, 13(2), 89–104.

    Article  Google Scholar 

  • IBM Global CEO Study. (2008). The enterprise of the future: New York. Accessed October 07, 2009, from http://www.935.ibm.com/services/de/bcs/html/ceostudy.html

  • IBM Institute for Business Value. (2008). Paths to success: Three ways to innovate your business model. http://www-935.ibm.com/services/us/index.wss/ibvstudy/gbs/a1028552?cntxt=a1005266. http://www-935.ibm.com/services/us/index.wss/ibvstudy/gbs/a1028552?cntxt=a1005266

  • Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 89(12), 50–59.

    Google Scholar 

  • Keen, P., & Qureshi, S. (2006). Organizational transformation through business models: A framework for business model design. In IEEE Computer Society 2006 (pp. 1–10).

    Google Scholar 

  • Linder, J. C., & Cantrell, S. (2000). Changing business models: Surveying the landscape. Hamilton.

    Google Scholar 

  • Lindgardt, Z., Reeves, M., Stalk, G., & Deimler, M. S. (2009). Business model innovation. New York: Boston Consulting Group.

    Google Scholar 

  • Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86–92.

    Google Scholar 

  • Mahadevan, B. (2004). A framework for business model innovation. In IMRC (Ed.), IMRC Conference: Bangalore (pp. 16–18).

    Google Scholar 

  • Malhotra, Y. (2000). Knowledge management and new organization forms: A framework for business model innovation. Information Resources Management Journal, 13(1), 5–14.

    Article  Google Scholar 

  • Markides, C. (2006). Disruptive innovation: In need of better theory. Journal of Product Innovation Management, 23(1), 19–25.

    Article  Google Scholar 

  • Osterwalder, A., & Pigneur, Y. (2010). Business model generation. Upper Saddle River, NJ: Wiley.

    Google Scholar 

  • Porter, M. E. (2004). Competitive advantage: Creating and sustaining superior performance (1st Free Press export ed.). New York: Free Press.

    Google Scholar 

  • Roberts, E. B. (1987). Generating technological innovation. New York: Oxford University Press.

    Google Scholar 

  • Rupf, I., & Grief, S. (2002). Automotive components: New business models, new strategic imperatives. Boston.

    Google Scholar 

  • Schweizer, L. (2005). Concept and evolution of business models. Journal of General Management, 31(2), 37–56.

    Article  Google Scholar 

  • Senger, E., & Suter, A. (2007). Wie das Geschäftsmodell innoviert wird. IO New Management, 76(7–8), 55–58.

    Google Scholar 

  • Sosna, M., Trevinyo-Rodriguez, N. T., & Velamuri, S. R. (2010). Business model innovation through trial-and-error learning: The naturhouse case. Long Range Planning, 43(2–3), 383–407.

    Article  Google Scholar 

  • Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194.

    Article  Google Scholar 

  • Totterdell, P., Leach, D., Birdi, C., & Wall, T. (2002). An investigation of the contents and consequences of major organizational innovations. International Journal of Innovation Management, 6(4), 343–368.

    Article  Google Scholar 

  • Voelpel, S. C., Leibold, M., & Tekie, E. B. (2004). The wheel of business model reinvention: How to reshape your business model to leapfrog competitors. Journal of Change Management, 4(3), 259–276.

    Article  Google Scholar 

  • Wirtz, B. W. (2000). Electronic business (1st ed.). Wiesbaden: Gabler.

    Book  Google Scholar 

  • Wirtz, B. W. (2010a). Business model management: Design – Instrumente – Erfolgsfaktoren von Geschäftsmodellen (1st ed.). Wiesbaden: Gabler.

    Google Scholar 

  • Wirtz, B. W. (2011). Business model management: Design – instruments – success factors. Wiesbaden: Gabler.

    Book  Google Scholar 

  • Wirtz, B. W. (2013a). Business model management: Design, Instrumente, Erfolgsfaktoren von Geschäftsmodellen (3rd ed.). Wiesbaden: Springer Gabler.

    Book  Google Scholar 

  • Wirtz, B. W. (2018a). Business model management: Design – Instrumente – Erfolgsfaktoren von Geschäftsmodellen (4th ed.). Wiesbaden: Springer Gabler.

    Book  Google Scholar 

  • Wirtz, B. W. (2019a). Digital business models: Concepts, models, and the alphabet case study. Progress in IS. Cham: Springer.

    Book  Google Scholar 

  • Wirtz, B., & Daiser, P. (2017). Business model innovation: An integrative conceptual framework. Journal of Business Models, 5(1), 14–34.

    Google Scholar 

  • Wirtz, B. W., & Thomas, M.-J. (2014). Design und Entwicklung der business model-innovation. In D. R. A. Schallmo (Ed.), Kompendium Geschäftsmodell-innovation: Grundlagen, aktuelle Ansätze und Fallbeispiele zur erfolgreichen Geschäftsmodell-innovation (pp. 31–47). Wiesbaden: Springer Gabler.

    Google Scholar 

  • Wirtz, B. W., Göttel, V., & Daiser, P. (2016a). Business model innovation: Development, concept and future research directions. Journal of Business Models, 4(1), 1–28.

    Google Scholar 

  • Yang, D.-H., You, Y.-Y., & Kwon, H.-j. (2014). A framework for business model innovation using market, component and innovation tool. International Journal of Applied Engineering Research, 9(21), 9235–9248.

    Google Scholar 

  • Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181–199.

    Article  Google Scholar 

  • Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2–3), 216–226.

    Article  Google Scholar 

  • Pohle, George, and Marc Chapman. 2006. “IBM’s global CEO report 2006: business model innovation matters.” Strategy & Leadership 34 (5): 34–40.

    Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Chair for Information and Communication Management, German University of Administrative Sciences, Speyer, Germany

    Bernd W. Wirtz

Authors
  1. Bernd W. Wirtz
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2020 The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Wirtz, B.W. (2020). Business Model Innovation. In: Business Model Management. Springer Texts in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-030-48017-2_9

Download citation

Publish with us

Policies and ethics

Search

Navigation