1,720,986 research outputs found
In search of business model configurations that work: lessons from the hybridization of Air Berlin and JetBlue
No full textThis paper examines the rise of a distinct alternative to the traditional business model dichotomy between low-cost and full-service carriers (i.e. the hybrid business model) and questions its viability as an alternative for growth and profitability. Using a comparative assessment of business model innovation practices of two well-reputed carriers, Air Berlin and JetBlue, the paper highlights the importance of taking into account several components of a business model when deciding to experiment with it as these choices have important implications for an airline's performance. Our results suggest that, following the transition from a no-frills to a hybrid business model, a misalignment between the value proposition and the other elements of the business model will hinder an airline's ability to achieve a sustainable competitive advantage.info:eu-repo/semantics/publishedVersio
Business models and Innovation: Lessons from the Television Industry
No full textThe television industry has witnessed profound changes in the last decades with specific impacts on the way companies create, capture and deliver value (i.e. the business model). Explanations of such changes have typically focused on technology-driven explanations overlooking the role customers play in shaping the television industry. In this paper, we address this tension at a theoretical level emphasizing the importance of taking into account both the market- and the technology-driven perspectives when thinking of business models. By doing so, we contribute to the growing literature on business models and provide implications for managers working in the television industry
Business model e driver di sviluppo nel settore televisivo
No full textIn settings characterized by high technological intensity, such as the television industry, change is often driven by innovation. This has impor- tant implications for the way firms create, capture and deliver value (i.e. firms’ business model). Ample research has focused mainly on technolog- ical innovation overlooking an important dimension of business models: the customer. This conceptual paper fills this gap by explicitly incorpo- rating both drivers in the design of Tv business models. By doing so, we contribute to the growing literature on business models and offer a refer- ence framework for both managers and academics interested in under- standing business model dynamics in the television industry
Strategic Airline Alliances: Dynamics in Network Structure, Management of Uncertainty and Effects on Operational
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Emergence and evolution of an entrepreneurial ecosystem: the case of Porto
No full textCurrent work on entrepreneurial ecosystems is still underdeveloped, focusing prevalently on successful case studies such as Silicon Valley and less on peripheral areas where entrepreneurship is a nascent but growing phenomenon. In this paper, we examine the emergence and evolution of the entrepreneurial ecosystem of Porto, a city located in the north of Portugal, which has historically been an industrial hub but has witnessed a proliferation of start-ups in recent years. We find that for an entrepreneurial ecosystem to emerge it is of critical importance that one or more players assume the role of entrepreneurial hubs, even if in the initial stage interaction between these actors is limited. However, for an entrepreneurial ecosystem to grow additional factors are necessary including a wide range of experienced investors and a strong level of interaction within the ecosystem. We discuss the implications of our findings for research on entrepreneurial ecosystems and outline a possible avenue for future inquiry.info:eu-repo/semantics/publishedVersio
The Legitimation of Peripheral Producers’ Novelty by External Audiences: The Contingent Role of Consultants
Full text linkAre radically novel practices more likely to attract recognition when the evaluating audience is composed of external evaluators? Our baseline argument asserts that radical novelty is more likely to be positively evaluated by an external audience and that peripheral (rather than core) producers have higher incentives to adopt novel practices that depart from tradition. Yet, because peripheral producers often lack the necessary support and legitimacy to promote novelty, audiences play a critical role in recognizing their innovative efforts. How can peripheral producers mitigate the challenges associated with novelty recognition? To answer this question, we explore how peripheral producers’ collaboration with acclaimed consultants affects the process of external audience recognition in the context of the Italian wine field from 1997 to 2006. Our findings suggest that radical novelty is positively received by an external audience composed of critics, although we do not find a significant difference between core and peripheral producers. However, external audiences are more open to recognizing peripheral producers’ use of novel practices when they collaborate with well-connected consultants. We find that the use of central consultants produces a “boosting” effect that accentuates the differences between evaluations of peripheral producers who embrace novelty and evaluations of those that follow the tradition. Our study thus advances theory by providing empirical evidence of the value of considering third-party actors such as consultants, who sit at the nexus between the agency required for innovation and external audiences’ recognition of novelty, when studying novelty evaluation and recognition
Digital platform-based ecosystems: The evolution of collaboration and competition between incumbent producers and entrant platforms
Full text linkThe rise of the Internet has challenged traditional incumbent producers facing competition from digital entrant platforms. It is unclear, however, how these two different actors—which are in competition but also mutually dependent—can co-exist in the new platform-based ecosystem. This paper sheds light on this pivotal phenomenon, by connecting the traditional literature on incumbent adaptation with the rising conversation on digital platforms-based ecosystems. Through a qualitative longitudinal (2005-2019) study of the global digital advertising ecosystem, we examine how incumbent producers pivot between competitive and cooperative strategies in response to digital entrant platforms. Our analysis reveals a process characterized by three sequential phases: (1) selective cooperation, (2) allied competition, and (3) selective coopetition. These phases showhow switching between different multi-level strategies which span between different market segments, products, and technological components represent a viable solution for incumbent producers to adapt to the entrant platforms
Mapping housing initiatives for asylum seekers and refugees: Spaces for social innovation?
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