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Although open innovation (OI) has been characterized as one key driver for business model innovation (BMI), the literature lacks an in-depth understanding of how OI influences the business models (BM) of new ventures. However, such an understanding is crucial for improving the value creation and value capture for technological innovations in inbound OI settings. Based upon a unique dataset of 19 new ventures from 7 countries, which participated in Europe’s largest OI platform, this study finds that OI leads to an expansion in the customer segment, a greater focus in the value proposition, a shorter (but deeper) value chain, and challenges to the revenue model. The paper highlights important theoretical contributions for the BMI and OI literature, and derives tangible managerial guidance for entering OI partnerships.
Despite considerable interest from academics and management professionals in creating sustainable, competitive advantages through business model innovation (BMI), and highly-prominent BMI success stories, the contemporary understanding of how company-internal antecedents can enable systematic BMI remains limited. However, this specific knowledge is necessary if companies are to repeatedly exploit BMI's strategic and financial benefits. Therefore, this paper aims to reveal the internal antecedents by applying an in-depth qualitative research approach to the systematic BMI of all five German automotive manufacturers. The results show that systematic BMI is enabled through: 1) unified orientation; 2) dynamic orchestration; 3) flexible operations; 4) adjacent fields, which are underpinned by 16 distinct second-order themes. These findings significantly enhance the theoretical and managerial understanding of the enabling factors for BMI, and contribute unique empirical insights to the ongoing academic debate - particularly from the perspectives of dynamic capabilities and strategic agility.
Corporate incubators are a phenomenon of increasing relevance to elicit business model innovation (BMI) within large firms. They equip talented employees with entrepreneurial competencies (ECs) to identify, build, and pursue new ventures. However, their specific approach in developing ECs conducive to BMI has been understudied so far. Based on an in-depth case study at Audi Denkwerkstatt, one of Germany’s most successful corporate incubators in BMI, we investigate how ECs emerge along the incubation process. Specifically, our study suggests four distinct levers facilitating EC development: 1) a dedicated team of venture developers, coaching and guiding the intrapreneurs; 2) friendly internal coopetition among the intrapreneurs, sparking positive tension and higher performance; 3) co-living, nurturing continuous creative exchange, team intimacy, and trust; 4) co-working and early partnering in the start-up ecosystem. Our findings underline the importance of corporate incubators in developing ECs to effectuate BMI in the automotive industry.