Business Model Innovation The Organizational Dimension

Business model innovation is an important source of competitive advantage and corporate renewal. An increasing number of companies have to innovate their business models, not just because of competitive forces but also because of the ongoing change from product-based to service-based business models. Yet, business model innovation also involves organizational change process that challenges existing processes, structures and modes of control. This volume features thirteen chapters written by authorities on business model innovation. The specific angle, and the novel feature of this book, is to thoroughly examine the organizational dimension of business model innovation. Drawing on organizational theory and empirical observation, the contributors specifically highlight organizational design aspects of business model innovation, focusing on how reward systems, power distributions, routines and standard operating procedures, the allocation of authority, and other aspects of organizational structure and control should be designed to support the business model the firm chooses. Also discussed is how existing organizational structures, capabilities, beliefs, cultures and so on influence the firm's ability to flexibly change to new business models.

1 - Business Models and Business Model Innovation: Bringing Organization into the Discussion
2 - Business Model Innovation and Organizational Design: A Dynamic Capabilities Perspective
3 - Towards a Theory of Business Model Change
4 - A Corporate View of Business Model Innovations
5 - Management Models and Business Models
6 - Business Model Innovation: The Role of Leadership
7 - How Established Firms Exploit Disruptive Business Model Innovation: Strategic and Organizational Challenges
8 - Evolution, Adaptation or Innovation? A Contingency Framework on Business Model Dynamics
9 - Innovative Business Models in High-tech Entrepreneurial Ventures: the Organizational Design Challenges
10 - Service-driven Business Model Innovation - Organizing the Shift from a Product-based to a Service-centric Business Model
11 - A Business Model Innovation by an Incumbent Late Mover: Containerization in Maersk Line
12 - Business Model Innovation in the Pharmaceutical Industry: The Supporting Role of Organizational Design
13 - The Organizational Dimension of Business Model Exploration: Evidence from the European Postal Industry

Nicolai J Foss, Professor of Strategy and Organization, Copenhagen Business School, and Professor of Knowledge-based Value Creation, Norwegian School of Economics. Foss is the Head of Department of the Department of Strategic Management and Globalization at the Copenhagen Business School, and leads a work-package on business model innovation in the Center for Service Innovation at the Norwegian School of Economics (NHH). He is a highly prolific scholar in the strategic management and entrepreneurship fields, and has published 150 journal articles in journals such as the Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Organization Science, etc. and has edited or authored more than twenty books and several special issues of journals. Tina Saebi, Postdoctoral research fellow, Norwegian School of Economics. In 2012, Tina Saebi joined the Norwegian School of Economics as a postdoctoral research fellow at the Center for Service Innovation. Her research focuses on business model innovation, especially with regard to developing testable theories on business models for open/ service innovation. She obtained her PhD from Maastricht University, School of Business and Economics in 2011 on the topic of strategic alliance management. She gathered experience in working as a research fellow for EU-commissioned research projects on innovation and entrepreneurship as well as working as a lecturer at Maastricht University, where she also attained her integrated five year M.Sc. (bachelor's & master's) degree in International Business Studies in 2005.