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This study investigates how sharing ventures address the paradox of doing good versus doing harm in their strategic decision-making. The doing good versus doing harm paradox refers to the difficulty of sharing ventures to balance the aim to benefit society and the environment while minimizing potential adverse effects. Understanding and addressing this paradox is crucial for promoting sustainable and responsible decision-making. Our thematic content analysis of 38 in-depth interviews with founders and senior managers of sharing ventures in four European countries finds that these ventures align along three distinct value focus types in their decisionmaking and use five mechanisms to conceal paradoxes related to balancing social/environmental and economic contradictions. By surfacing the importance of sharing ventures' value focus and resultant mechanisms to deparadoxify, our findings provide insights into organisational paradox and the sharing economy, specifically the purposeful concealment of paradox as a counterintuitive choice for remaining actionable in decision contexts.
The cognitive perspective in entrepreneurship research has predominantly evolved around the static conceptions of cognition at the level of individual reasoning. Recently, the emerging stream of situated entrepreneurial cognition asserts that the eironment substantially influences the inherent knowledge structures of entrepreneurial reasoning. It claims that the context indoctrinates the perceptions and beliefs underlying decision making, thus authoring entrepreneurial cognition to derive from the recursive interaction between the mind and the respective eironment. Drawing on this perspective, this article follows a narrative approach iestigating the unfolding dynamics between the entrepreneurial cognition and contextual factors in a business model design. Using textual accounts from 34 episodic interviews with entrepreneurs from corporate entrepreneurship initiatives, we applied a constant comparative method identifying main themes in the data. Our findings show that entrepreneurial cognition is embedded, grounded, and distributed. We provide evidence that the situated entrepreneurial cognition results from the recursive interplay of material objects, bodily interactions, and agents spanning a social system. Our findings suggest that the unilateral consideration of authored cognitive systems falls short in capturing the holistic nature of entrepreneurial cognition. Thus, our findings further empirically ground situated entrepreneurial cognition by placing the entrepreneur at the nexus of individual and context. Finally, this article reveals the business model as a central boundary object connecting and focalizing a variety of influences on the situated entrepreneurial cognition in its social context.
This paper seeks to expand our understanding of sustainable entrepreneurial ecosystems by investigating the interrelation between contextual factors and sustainable entrepreneurial activities of sharing ventures. While the sharing economy is considered as a potential pathway to a more sustainable society,; ambiguous activities of some sharing ventures call the credibility of sharing as a sustainable concept into question. In order to shed light on the underlying cause of the ambiguity, we conducted 37 in-depth interviews with founders and senior managers of sharing ventures. Our comparative analysis identifies two distinct sets of contextual factors, which influence their sustainable activities. The first set of contextual factors enhances sustainable activities by enforcing the adaptation of behavioral rules and by enabling the development of organizational capabilities. The second set of contextual factors restricts sustainable activities by impeding market penetration and by suppressing growth. We contribute to theorizing about sustainable entrepreneurial ecosystems by delineating the conjoint effect of contextual factors on sustainable activities. Furthermore, our results add insights into the controversial academic debate about the sustainability dimension in the sharing economy.
Advocating sustainability in entrepreneurial ecosystems: Micro-level practices of sharing ventures
(2021)
While extant research on entrepreneurial ecosystems has focused on macro-level factors influencing the ecosystem's development, the role and impact of entrepreneurial practices have been neglected. The objective of this study is to address this research gap and to shed light on the micro-level practices of entrepreneurs who support sustainability transitions in entrepreneurial ecosystems. Our inductive study looks at these micro-level practices from the perspective of sustainable ventures situated in the sharing economy. We conducted 31 in-depth interviews with the founders and senior managers of sustainable ventures to investigate how they advocate the sustainability cause in their ecosystem. Our findings show that sustainable entrepreneurs rely on three distinct sets of micro-level practices: building a supportive environment, disrupting normative standards, and reframing the sustainability paradigm. Also, sustainable entrepreneurs engage in political work to strengthen their position and credibility in the sharing economy, which is being increasingly dominated by profit-oriented players and business practices. By substantiating the central role and micro-level practices that sustainable entrepreneurs enact to advocate sustainability, our study contributes to theorizing the sharing economy. Furthermore, our resultant framework provides a detailed overview of the distinct micro-level practices that help ventures to support the sustainability transition in entrepreneurial ecosystems.
Value creation and appropriation of software vendors: A digital innovation model for cloud computing
(2021)
Do software vendors propose, create, and capture value in the era of digital transformation? Drawn on the literature of business models, digital innovation, and firms' capabilities, we examine this cutting-edge research question. We conducted a multiple case research of 10 software vendors operating in Germany and Austria. The thematic analysis yields a conceptual model that explains whether and how software vendors leverage cloud computing-enabled innovation for the digital boost, which is this study's primary contribution to information systems research. Software vendors use a complementary portfolio of information technology and organizational capabilities to innovate in their value proposition, creation, and capture.
Labels as moral markers
(2020)
How to build a coherent narrative of organizational identity in a socially contested field? Through an inductive study of the sharing economy, we analyzed how managers deal with conflicting collective identities and develop coherent organizational identity narratives through label work. Our findings reveal that managers responded to the social contestation of the field by using the label as a malleable moral marker. The process of embracing, fixing, un-fixing, and re-fixing the label´s principles helped managers to, on the one hand, provide coherence to their identity narrative while, on the other hand, working on the consolidation of their preferred principles of the field label. By exploring the identity formation through label work in socially contested fields, we offer a new perspective on the importance of label work for identity formation and its malleability potential.
Despite the importance of managerial reasoning in designing business models to handle exogenous change, little is known about its cognitive foundations. We address this gap with a comparative analysis of how managers rethink business model configurations to provide value in the emerging collaborative consumption economy. As customer behaviors shift from owning to sharing possessions, they challenge firms’ established business model logics. Using data from in‐depth interviews with managers from 22 sharing ventures, we find six cognitive processes to influence reasoning in new business model design. Furthermore, we find that these processes fall into distinctive dimensions of dominant and emerging logics. Ultimately, they combine into a design logic that explains how managerial reasoning results in conceptually different value creation and value capture configurations. Overall, our findings provide insights for theorizing business model design, and they enhance understanding of the foundations of managerial cognition in innovation contexts.
Entrepreneurs designing novel business model configurations face cognitive biases that derive from limited mental capacity to deal with complex and uncertain decision contexts. Building on the notion of the business model as an idiosyncratic mental representation that organizes managerial understanding of value creating and value capture, we iestigate how entrepreneurs cope with cognitive biases inherent in business model design. We conducted a total of 35 in‐depth interviews with entrepreneurs situated in 15 corporate entrepreneurship initiatives in Germany. Our study results suggest that entrepreneurs counter cognitive biases by combining intuitive and deliberate reasoning approaches. Specifically, we identify five cognitive mechanisms and two higher level cognitive processes undergirding entrepreneurial reasoning in the design of new business models. Our findings provide empirically grounded insights into the cognitive perspective in business model research and help to theorize managerial reasoning during the process of business model design.
The proliferation of innovation contests has fostered community-based idea evaluation as an alternative to expert juries to filter and select new product concepts at the fuzzy front end of corporate innovation. We refer to this phenomenon as open evaluation, as all registered participants can engage in jury activities like voting, rating, and commenting. While previous research on innovation contests and user engagement includes participant-based evaluation, the iestigative focus so far has not been on this phenomenon. Access to jury activities in open evaluation practice contradicts innovation theory, which recommends careful selection procedures to establish expert juries for assessing new product concepts. Additionally, little is known about contingency factors that influence the performance and acceptance of open evaluation's results. To address these two questions on the objectives and contingency factors for open evaluation of new product concepts, this study applies exploratory multiple-case research of open evaluation in nine innovation contests. Data collection encompassed expert interviews and complementary sources of evidence. Results indicate that firms pursue six distinct objectives to support participant-based generation and selection of new concepts. In addition, eight contingency factors influence the performance of open evaluation and the acceptance of its results. Finally, results showed open evaluation output to efficiently complement jury decisions in filtering and selecting ideas for new product development.
Business model innovation and decision making: uncovering mechanisms for coping with uncertainty
(2017)
As a research subject, business model innovation spans the strategy, innovation, and entrepreneurship fields. Yet, despite the importance of the concept, prior work has paid little attention to how decision‐makers cope with uncertainty and gain understanding about interdependencies in new business model configurations. To address this gap, we combine top‐down theorising and evidence‐based exploration and seek to unpack some of the coping mechanisms that operate in the evolutionary view of business model innovation. Using in‐depth interviewing to collect data, our study reveals five strategies – customer centricity, value co‐creation, capability evolution, ecosystem growth, and adaptive pricing – that decision‐makers apply to cope with uncertainty in business model innovation. We find that coping mechanisms support decision making during the development of new business models. Furthermore, we find that the five coping strategies delineate decision making for value proposition, value creation, and value capture configurations in more detail than existing literature has described. Our findings have important implications for decision making in business model innovation.
Purpose: Firms increasingly integrate a wide range of actors in the early ideation and concept creation phases of innovation processes leading to the collection of a large number of ideas. This creates the challenge of filtering the most promising ideas from the large number of submissions. The use of external stakeholders into the evaluation and selection of submissions (i.e., open evaluation) might be a viable alternative. This paper provides a stateof-the-art analysis on how such open evaluation systems are designed and structured. Design/methodology/approach: Since open evaluation is a new phenomenon, an exploratory qualitative research approach is adopted. 122 instances of open evaluation in 90 innovation contest cases (selected out of 400 cases) are examined for their design elements. Findings: This research reveals that open evaluation systems are configured in many different ways. In total, 32 design elements and their respective parameters are identified and described along the six socio-technical system components of an open evaluation system. This study allows for a comprehensive understanding of what open evaluation is and what factors need to be taken into consideration when designing an open evaluation system._x000D_ Practical implication: Scholars and professionals may draw insights on what design choices to make when implementing open evaluation. Originality/value: The comprehensive analysis performed in his study contributes to research on open and user innovation by examining the concept of open evaluation. In particular, it extends knowledge on design elements of open evaluation systems. Keywords: Open evaluation, open innovation, innovation contests
Business model innovation and decision making: uncovering mechanisms for coping with uncertainty
(2016)
As a research subject, business model innovation spans the strategy, innovation, and entrepreneurship fields. Yet, despite the importance of the concept, prior work has paid little attention to how decision-makers cope with uncertainty and gain understanding about interdependencies in new business model configurations. To address this gap, we combine top-down theorising and evidence-based exploration and seek to unpack some of the coping mechanisms that operate in the evolutionary view of business model innovation. Using in-depth interviewing to collect data, our study reveals five strategies – customer centricity, value co-creation, capability evolution, ecosystem growth, and adaptive pricing – that decision-makers apply to cope with uncertainty in business model innovation. We find that coping mechanisms support decision making during the development of new business models. Furthermore, we find that the five coping strategies delineate decision making for value proposition, value creation, and value capture configurations in more detail than existing literature has described. Our findings have important implications for decision making in business model innovation.
Freemium represents an essential business model in the accelerating mobile applications industry. While Freemium models contribute more than 90% of the revenue generated in Google Play and Apple’s app store, extant research lacks to date a systematic typology. Therefore, this paper aims at developing a classification scheme for Freemium business models. Using theoretical sampling, we identified 40 apps from which we derived an empirically grounded typology comprising nine distinct Freemium types. We differentiated each type by two key themes, which are its premium revenue stream and the relationship between the free and premium offering. The developed typology contributes to a better understanding of the differentiating criteria of Freemium business models and enables risk-return considerations in the decision-making of app publishers. In addition, the typology provides a generalizable framework for different kinds of Freemium offerings. Finally, we developed three testable propositions from the typology which relate to the monetary advantage of certain Freemium types. These propositions give strategic advice on how to position existing Freemium offerings in quasi-monopolistic markets. _x000D_ Keywords: Freemium business models, digital business models, mobile applications, typology