Good fences make good neighbors? Directions and safeguards in alliances on business model innovation

Business model innovation receives great attention from managers. Alliances can stimulate firm's value creation of BMI but set challenges for its value appropriation. The current study's analysis by fuzzy set Qualitative Comparative Analysis of 580 alliances highlights architectural BMI fo...

Full description

Saved in:
Bibliographic Details
Published inJournal of business research Vol. 69; no. 11; pp. 5196 - 5202
Main Authors Bouncken, Ricarda B., Fredrich, Viktor
Format Journal Article
LanguageEnglish
Published New York Elsevier Inc 01.11.2016
Elsevier Sequoia S.A
Subjects
Alliances
Ambidexterity
Business model innovation
Business models
Comparative analysis
Equity participations
Fuzzy sets
Horizontal alliances
Innovation
Innovations
OEM
Studies
Supply chains
Value appropriation
Business model innovation
Horizontal alliances
Ambidexterity
Value appropriation
Online AccessGet full text

Cover

More Information
Summary:Business model innovation receives great attention from managers. Alliances can stimulate firm's value creation of BMI but set challenges for its value appropriation. The current study's analysis by fuzzy set Qualitative Comparative Analysis of 580 alliances highlights architectural BMI for highly successful configurations of value appropriation. Configurations differ primarily according the firms' supply chain role, its choice of partners, its safeguards of equity participation, and the direction of the alliance. The findings reveal two successful configurations in which the original equipment manufacturers (OEM) use equity participation and one successful configuration where suppliers do not use equity participation to safeguard own claims in horizontal alliances.
Bibliography:ObjectType-Article-1
SourceType-Scholarly Journals-1
ObjectType-Feature-2
content type line 23
ISSN:0148-2963
1873-7978
DOI:10.1016/j.jbusres.2016.04.112