Skip to main content
SpringerLink
Log in

Gemeinschaftliche Geschäftsmodellentwicklung – Wie in heterogenen Teams innovative Geschäftsmodelle geschaffen werden können

  • Chapter
  • First Online:
Innovieren im demografischen Wandel

Zusammenfassung

Mit den Veränderungen, die auf den demografischen Wandel zurückzuführen sind, ergeben sich für Unternehmen heutzutage verschiedenste Herausforderungen. So steht Unternehmen durch die sinkende Zahl jüngerer Arbeitskräfte weniger aktuelles, innovationsrelevantes Wissen zur Verfügung und durch die Verrentung großer Teile der Belegschaft besteht die Gefahr, dass innovationsrelevantes Erfahrungswissen abfließt. Das steigende Durchschnittsalter und die Zunahme von Diversität wirken sich auf die Zusammenarbeit in Unternehmen aus; dies ist mit Chancen und Risiken für die Innovationsfähigkeit von Unternehmen verbunden. Um dem steigenden Wettbewerbsdruck standhalten zu können, dürfen Unternehmen diese Herausforderungen nicht ignorieren. Für sie ergibt sich daraus eine Gestaltungsaufgabe im Zuge der Sicherung der Innovationsfähigkeit.

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

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 54.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Literatur

  • Achtenhagen, L., Melin, L. & Naldi, L. (2013). Dynamics of business models – Strategizing, critical capabilities and activities for sustained value creation. Long range planning, 46(6), 427–442.

    Article  Google Scholar 

  • Amit, R. & Zott, C. (2001). Value creation in E-business. Strategic Management Journal, 22(6–7), 493–520.

    Article  Google Scholar 

  • Arnott, D. (2009). Cognitive biases and decision support systems development: a design science approach. Information Systems Journal, 16, 55–78.

    Article  Google Scholar 

  • Benbasat, I. & Zmud, R. W. (1999). Empirical research in information systems: the practice of relevance. MIS Quarterly, 23(1), 3–16.

    Article  Google Scholar 

  • Bieger, T. & Reinhold, S. (2011). Das wertbasierte Geschäftsmodell–Ein aktualisierter Strukturierungsansatz. In Innovative Geschäftsmodelle (S. 13–70): Springer.

    Google Scholar 

  • Björkdahl, J. (2009). Technology cross-fertilization and the business model: The case of integrating ICTs in mechanical engineering products. Research Policy, 38(9), 14681477.

    Google Scholar 

  • Blank, S. (2013). Why the Lean Start-Up Changes Everything. Harvard Business Review, 91(5), 64–72.

    Google Scholar 

  • Bloor, M., Frankland, J., Thomas, M. & Robson, K. (2001). Focus Groups in Social Research. London: Sage Publication Ltd.

    Google Scholar 

  • Bortz, J. & Döring, N. (2006). Forschungsmethoden und Evaluation: Für Human- und Sozialwissenschaftler.

    Google Scholar 

  • Calia, R. C., Guerrini, F. M. & Moura, G. L. (2007). Innovation networks: from technological development to business model reconfiguration. Technovation, 27(8), 426–432.

    Article  Google Scholar 

  • Chatterjee, S. (2013). Simple rules for designing business models. California Management Review, 55(2), 97–124.

    Article  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. (2007). Why companies should have open business models. MIT Sloan management review, 48(2), 22–28.

    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. W., Vanhaverbeke, W. & West, J. (2006). Open Innovation: Researching a New Paradigm: Oxford University Press, USA.

    Google Scholar 

  • Cole, R. E. (1991). Participant observer research: An activist role. In W. F. Whyte (Hrsg.), Participatory action research (S. 159–166). Newbury Park, California: Sage Publications.

    Chapter  Google Scholar 

  • Covin, J. G. & Slevin, D. P. (2000). Pioneers and Followers: Competitive Tactics, Environment, and Firm Growth. [Article]. Journal of Business Venturing, 15(2), 175210.

    Google Scholar 

  • Del Giudice, M. & Straub, D. (2011). Editor's comments: IT and entrepreneurism: an on-again, off-again love affair or a marriage? MIS Quarterly, 35(4), iii–viii.

    Google Scholar 

  • Dubosson-Torbay, M., Osterwalder, A. & Pigneur, Y. (2002). eBusiness model design, classification and measurements. Thunderbird International Business Review, 44(1), 5–23.

    Article  Google Scholar 

  • Ebner, W., Leimeister, J. M. & Krcmar, H. (2009). Community Engineering for Innovations: the Ideas Competition as a Method to Nurture a Virtual Community for Innovations. [Article]. R & D Management, 39(4), 342–356

    Article  Google Scholar 

  • Eekels, J. & Roozenburg, N. (1991). A Methodological Comparison of the Structures of Scientific Research and Engineeringdesign: Their Similarities and Differences. Design Studies, 12(4), 197–203.

    Article  Google Scholar 

  • Fielt, E. (2011). Business Service Management – Understanding business models Acknowledgment. Smart Service CRC. Eveleigh, NSW.

    Google Scholar 

  • Flanagan, J. C. (1954). The critical incident technique. Psychological bulletin, 51(4), 327358.

    Google Scholar 

  • Fritscher, B. & Pigneur, Y. (2010). Supporting Business Model Modelling : A Compromise between Creativity and Constraints. Lecture Notes in Computer Science, 5963, 28–43.

    Article  Google Scholar 

  • Giesen, E., Berman, S. J., Bell, R. & Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy & leadership, 35(6), 27–33.

    Article  Google Scholar 

  • Glaser, B. G. (1992). Emergence vs Forcing: Basics of Grounded Theory Analysis. Mill Valley, California: Sociology Press.

    Google Scholar 

  • Gregor, S. & Hevner, A. R. (2013). Positioning and presenting design science research for maximum impact. Management Information Systems Quarterly, 37(2), 337–355.

    Google Scholar 

  • Hevner, A. & Chatterjee, S. (2010). The Use of Focus Groups in Design Science Research. In R. Sharda & S. Voß (Hrsg.), Design Research in Information Systems: Theory and Practice. New York Dordrecht Heidelberg London: Springer Science+Business Media.

    Chapter  Google Scholar 

  • Hevner, A. R., March, S. T., Park, J. & Ram, S. (2004). Design Science in Information Systems Research. MIS Quarterly, 28(1), 75–105.

    Google Scholar 

  • Johnson, M. W. (2010). Seizing the white space: Harvard Business Press Boston.

    Google Scholar 

  • Klendauer, R., Berkovich, M., Gelvin, R., Leimeister, J. M. & Krcmar, H. (2012). Towards a competency model for requirements analysts. Information Systems Journal, 22(6), 475–503

    Article  Google Scholar 

  • Kuechler, B. & Vaishnavi, V. (2008). On theory development in design science research: anatomy of a research project. European Journal of Information Systems, 17(5), 489–504.

    Article  Google Scholar 

  • Krcmar, H., Friesike, S., Bohm, M. & Schildhauer, T. (2012). Innovation, Society and Business : Internet-Based Business Models and Their Implications. Paper presented at the HIIG Discussion Paper Series.

    Google Scholar 

  • Kuratko, D. F. (2009). The Entrepreneurial Imperative of the 21st Century. [Editorial]. Business Horizons, 52(5), 421–428

    Article  Google Scholar 

  • Lee, J. H., Shin, D. I., Hong, Y. S. & Kim, Y. S. (2011). Business Model Design Methodology for Innovative Product-Service Systems: A Strategic and Structured Approach. 2011 Annual SRII Global Conference, 663–673.

    Google Scholar 

  • Leem, C. S., Jeon, N. J., Choi, J. H. & Shin, H. G. (2005). A Business Model (BM ) Development Methodology. 86–95.

    Google Scholar 

  • Philipp Ebel, Jan Marco Leimeister

    Google Scholar 

  • Leimeister, J. M., Huber, M., Bretschneider, U. & Krcmar, H. (2009). Leveraging Crowdsourcing: Activation-Supporting Components for IT-Based Ideas Competitions. Journal of Management Information Systems, 26(1), 197–224.

    Article  Google Scholar 

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

    Google Scholar 

  • Malone, T. W., Yates, J. & Benjamin, R. I. (1987). Electronic markets and electronic hierarchies. Communications of the ACM, 30(6), 484–497.

    Article  Google Scholar 

  • Massey, A. P. & Wallace, W. A. (1991). Focus groups as a knowledge elicitation technique: an exploratory study. IEEE Transactions on Knowledge and Data Engineering, 3(2), 193–200.

    Article  Google Scholar 

  • Mayring, P. (2008). Qualitative Inhaltsanalyse - Grundlagen und Techniken. 10th Edition Weinheim, Basel: Beltz Verlag.

    Google Scholar 

  • Mayring, P. (2010). Qualitative Inhaltsanalyse : Grundlagen und Techniken.

    Google Scholar 

  • McGrath, R. G., Venkataraman, S. & MacMillan, I. C. (2000). The Advantage Chain: Antecedents to Rents from Internal Corporate Ventures. In P. Westhead & M. Wright (Hrsg.), Advances in Entrepreneurship (Vol. 3, S. 261-279). Northampton: Elgar.

    Google Scholar 

  • Mitchell, D. & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 15–21.

    Article  Google Scholar 

  • Nesse, P. J., Svaet, S., Su, X., Strasunskas, D. & Gaivoronski, A. (2012). Telecom industry in the cloud value chain: methods for assessing business opportunities. Paper presented at the Proceedings of the 10th International Conference on Advances in Mobile Computing & #38; Multimedia, Bali, Indonesia.

    Google Scholar 

  • Nielsen, J. (1997). The use and misuse of focus groups. IEEE Software, 14(1), 94–95.

    Article  Google Scholar 

  • Orlikowski, W. J. & Iacono, C. S. (2001). Research Commentary: Desperately seeking the" IT" in IT research—a call to theorizing the IT artifact. Information systems research, 12(2), 121–134.

    Article  Google Scholar 

  • Osterwalder, A. (2004). The business model ontology: A proposition in a design science approach. Universite de Lausanne, Lausanne.

    Google Scholar 

  • Osterwalder, A. & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken, New Jersey: Wiley

    Google Scholar 

  • Osterwalder, A. & Pigneur, Y. (2011). Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Frankfurt am Main: Campus Verlag.

    Google Scholar 

  • Osterwalder, A. & Pigneur, Y. (2013). Designing Business Models and Similar Strategic Objects: The Contribution of IS. Journal of the Association for Information Systems, 14(Special Issue), 237–244.

    Google Scholar 

  • Osterwalder, A., Pigneur, Y. & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1–25.

    Google Scholar 

  • Palo, T. & Tähtinen, J. (2013). Networked business model development for emerging technology-based services. Industrial Marketing Management.

    Google Scholar 

  • Richardson, J. (2008). The business model: an integrative framework for strategy execution. Strategic Change, 17(5–6), 133–144.

    Article  Google Scholar 

  • Schallmo, D. (2013). Geschäftsmodell-Innovation: Grundlagen, bestehende Ansätze, methodisches Vorgehen und B2B-Geschäftsmodelle. Wiesbaden: Springer Fachmedien Wiesbaden.

    Book  Google Scholar 

  • Shafer, S. M., Smith, H. J. & Linder, J. C. (2005). The power of business models. Business Horizons, 48(3), 199–207.

    Article  Google Scholar 

  • Skinner, G. D. (2008). A Study into Fostering Entrepreneurship in Information Communication Technology (ICT). nternational Journal of Computers and Communications, 4(2), 108–116.

    Google Scholar 

  • Teece, D. J. (2007). Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journa, 28(13), 13191350.

    Google Scholar 

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

    Article  Google Scholar 

  • Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3–8.

    Article  Google Scholar 

  • Vaishnavi, V. & Keuchler, W. (2004). Design Reserach in Information Systems. Association for Information Systems.

    Google Scholar 

  • Veit, D., Clemons, E., Benlian, A., Buxmann, P., Hess, T., Kundisch, D., et al. (2013). Business Models – An Information Systems Research Agenda. Zugegriffen: 26.11.2013.

    Google Scholar 

  • Yin, R. K. (2009). Case study research: Design and methods (Vol. 4). Thousand Oaks, California: Sage Inc.

    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 

  • Zott, C., Amit, R. & Massa, L. (2011). The Business Model: Recent Developments and Future Research. Journal of Management, 37(4), 1019–1042.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. wissenschaftlicher Mitarbeiter für das Fachgebiet Wirtschaftsinformatik, Universität Kassel, Kassel, Deutschland

    Philipp Ebel

  2. sowie Leiter des Instituts für Wirtschaftsinformatik Hochschule St. Gallen, Leitung Fachgebiet Wirtschaftsinformatik Universität Kassel, Hochschule St. Gallen, Deutschland

    Prof. Dr. Jan Marco Leimeister

Authors
  1. Philipp Ebel
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Prof. Dr. Jan Marco Leimeister
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Philipp Ebel .

Editor information

Editors and Affiliations

  1. Fachgebiet Wirtschaftsinformatik, Universität Kassel, Kassel, Germany

    Jan Marco Leimeister

  2. Lehrstuhl für Wirtschaftsinformatik, TU München, Garching, Germany

    Helmut Krcmar

  3. FB Wirtschaftswissenschaften, Universität Erlangen- Nürnberg, Nürnberg, Germany

    Kathrin Möslein

  4. FB Wirtschaftspsychologie, Universität Kassel, Kassel, Germany

    Sandra Ohly

Rights and permissions

Reprints and permissions

Copyright information

© 2015 Springer Fachmedien Wiesbaden

About this chapter

Cite this chapter

Ebel, P., Leimeister, J. (2015). Gemeinschaftliche Geschäftsmodellentwicklung – Wie in heterogenen Teams innovative Geschäftsmodelle geschaffen werden können. In: Leimeister, J., Krcmar, H., Möslein, K., Ohly, S. (eds) Innovieren im demografischen Wandel. Springer Gabler, Wiesbaden. https://doi.org/10.1007/978-3-658-10868-7_6

Download citation

  • DOI: https://doi.org/10.1007/978-3-658-10868-7_6

  • Published:

  • Publisher Name: Springer Gabler, Wiesbaden

  • Print ISBN: 978-3-658-10867-0

  • Online ISBN: 978-3-658-10868-7

  • eBook Packages: Business and Economics (German Language)

Publish with us

Policies and ethics

Search

Navigation