1,721,005 research outputs found
Business model innovation and ambidexterity in Industry 4.0
Full text linkFraming of the research. The Fourth Industrial Revolution (I4.0) is dramatically affecting firms’ strategies, disrupting their business models. In particular, a bunch of digital technologies like IoT (Internet of Things), cloud platforms, big data, artificial intelligence and data analysis are offering firms the possibility to manage products functions, remotely and globally, kick-starting the design of innovative business models. Purpose of the paper. Using studies that have analyzed the link between business model innovation and ambidexterity as theoretical background, the aim of the paper is to investigate how incumbent BtoB manufacturing firms develop an I4.0 disrupting business model by addressing the related duality between exploration and exploitation (ambidexterity). Methodology. The paper fulfils its purposes by the means of a qualitative investigation, discussing empirical evidence coming from a cross-case analysis of 25 Italian SMEs and medium-large enterprises, selected cro..
Characterizing service networks for moving from products to solutions
No full textManufacturers of capital goods may not be able to master internally all the relevant service activities for moving from products to solutions. As well, it is rarely economically viable for them to do so. Consequently, they increasingly resort to complex service networks that embrace traditional product-orientated and vertically integrated supplier–customer relationships. Through multiple case studies this paper identifies four different types of service networks involved in the provision of solutions, and the capabilities necessary for forming and utilizing such networks. The types are: a). vertical after-sales service network, b). horizontal outsourcing service network, c). vertical life-cycle service network, and d). horizontal integration service network. Ana- lyzed through the perspective of the “focal firm”, these network types promote understanding of the movement towards providing integrated solutions for products and services. The service components included in the solution drive the formation of the network along the vertical and horizontal dimensions. The formation and utilization of each service networks type require a specific set of dynamic capabilities (to initiate a specific network formation), and operational capabilities (that allow the network firms to develop, integrate and deliver the service components of the solution), discussed in the paper
Internet of things technologies, digital servitization and business model innovation in BtoB manufacturing firms
No full textTechnologies like the Internet of Things (IoT) are offering new opportunities and posing serious challenges to firms, forcing them to create entirely new business models, migrating from the conventional product-centric approaches to (digitally-based) service-oriented ones. This paper – following a qualitative research method – aims at describing the service-oriented impact of IoT technologies on firms' business models, with a particular focus on opportunities and challenges for BtoB manufacturing firms. Being the impact of IoT technologies on businesses a quite recent research stream, to date scarce attention has been devoted to the topic with specific attention to its impact on service-oriented business models in manufacturing firms. The paper contributes in this research stream in different ways. It proposes a map of digital servitization that helps in understanding firms' strategic transitions caused by technologies, making both theoretical and managerial contributions. Firstly, the research underlines the impact of the firms' sales model as a strategic factor in shaping firms' digital servitization strategies. In addition, three progressive levels of digital servitization complexity are identified, namely product- process- and outcome-oriented, that are based on an increasing use of IOT technologies and have specific challenges and opportunities
L'offerta di servizi e soluzioni nelle imprese manifatturiere: possibili approcci strategici
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The process of business model innovation driven by IoT: Exploring the case of incumbent SMEs
No full textIndustry 4.0 is dramatically affecting firms’ strategies. In particular, technologies like the Internet of Things (IoT) are offering firms the possibility to manage product functions, remotely and globally, enabling the design of innovative business models. The aim of the article is to investigate how incumbent small and medium enterprises can manage the evolution of a new IoT-based business model in parallel with its extant one. A qualitative and longitudinal case study research has been conducted on two Italian firms involved in a process of IoT-driven business model innovation. The empirical evidence show that the process of business model innovation is in- cremental in terms of resources dedicated to the new business, with a fine tuning based on trial-and-error learning. During the phases of this process, namely inception, experimentation, and replication, the effective management of the interaction between the two business models with their dedicated resources and the customer-related capabilities play a crucial role
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