1,721,023 research outputs found
Heterogeneous business models and heterogeneity in networked services: do they lead to heterogeneous performances, also?
No full textHeterogeneous business models and heterogeneity in networked services: do they lead to heterogeneous performances, also?”
No full textThe sources of competitive advantage have been investigated over the years first following the tradition of industrial organization (IO), later from a resource-based view (RBV) and, more recently, through dynamic capabilities (DC). In this paper we combine the perspectives including industry-and firm-specific factors in explaining firm performance in order to investigate its determinants in terms of the adaptation of the business models to the innovations in the industries. Using the business model framework to explain heterogeneity among firms, we argue that the configurations of business models respond to the need for networking and complementarity from a dynamic capabilities’ perspective. In fact, they are related to different outcomes in terms of efficiency and effectiveness, and ultimately to competitive advantage
Corrigendum to “Central positions and performance in the scientific community. Evidences from clinical research projects” [J. Bus. Res. 68(5) (2015) 1074–1081] (Journal of Business Research (2015) 68(5) (1074–1081), (S0148296314003397), (10.1016/j.jbusres.2014.10.009))
Full text linkCorrigendum text: Authors would like to correct an imprecise definition, with respect to the variables used in the paper. On page 1077, column 2, second paragraph, the definition of closeness centrality should read as: “Closeness centrality is the reciprocal of farness (Bavelas, 1950) and indicates how “close” a node is to all the other nodes within the network.” And not as reported in the article: “Closeness centrality is based upon “the frequency with which a point falls between pairs of other points on the shortest or geodesic paths connecting them” (Freeman, 1979).” While this has no effect on the article development, hypotheses or analyses, which are all based on the idea and measure of closeness centrality, the sentence wrongly reports the definition of betweenness centrality (Freeman, 1979)
Dynamic Capabilities for Open Innovation: The Role of Customer Mindset in Launching an Internet TV
No full textThis paper aims at revealing the influence of dynamic capabilities on open innovation in the context of TV broadcasters and at disclosing the importance of customer mindset, when launching an Internet TV project. Accordingly, the paper proposes a theoretical framework which links customer’s mindset in industries to dynamic capabilities for open innovation in the case of launching an Internet TV. The data has been collected from Lithuanian TV broadcasting industry. The results elaborated with Maxqda software imply that the launch of an Internet TV is not only the output of classic external and internal drivers, called company’s dynamic capabilities, but is also the result of customers’ mindset in sensing, seizing, and reconfiguring activities
Central positions and performance in the scientific community: evidences from clinical research projects
Full text linkLiterature claims for a deeper understanding of which processes shape the evolution of network structures over time. Drawing on the assumption that the “normative ideal” network structure should be understood according to the context in which the network is embedded, we observe collaborative networks generated by the necessity to respond to meeting regulatory requirements. We address the following research questions: What are the effects of centrality on performance in cooperative networks? Which network structural characteristics are relevant in cooperative research networks? We test our hypotheses in a cooperative network made of 114 clinical trial research projects. We provide evidence that, in collaborative networks, an actor's centrality is likely to increase according to its past structural holes. Moreover, we observe that an actor's centrality has a negative effect on performance
How to increase the value of Project Management Maturity Model as a business-oriented framework
No full textHow can organizations leverage big data to innovate their business models? A systematic literature review
No full textThe use of big data has garnered increasing importance in academic research and managerial practice thanks to the benefits it can produce in terms of innovation. However, big data also has drawbacks that have been overlooked so far. Therefore, to ensure the benefits outweigh the costs of big data, and to unlock the full potential of big data in terms of business model innovation, we argue that companies need to have a clear map of all its possible uses. With this aim in mind, we have summarized the current state of scholarship, outlined the uses of big data across different business areas in private and public organizations, and the types of methodologies adopted, and we have suggested future research avenues, building upon our systematic literature review of 311 articles indexed in the Scopus database. In this manner, we contribute to increasing our scientific understanding of the big data phenomenon, and we provide theoretical and practical advice on the possible uses of big data that may allow companies to innovate their business models
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