Moving from a Product-Based Economy to a Service-Based Economy for a More Sustainable Future

Traditionally, economic growth and prosperity have been linked with the availability, production and distribution of tangible goods as well as the ability of consumers to acquire such goods. Early evidence regarding this connection dates back to Adam Smith's Wealth of Nations (1776), in which any activity not resulting in the production of a tangible good is characterized as unproductive of any value." Since then, this coupling of economic value and material production has been prevalent in both developed and developing economies throughout the world. One unintended consequence of this coupling has been the exponential increase in the amount of solid waste being generated. The reason is that any production and consumption of material goods eventually generates the equivalent amount of (or even more) waste. Exacerbating this problem is the fact that, with today's manufacturing and supply chain management technologies, it has become cheaper to dispose and replace most products rather than to repair and reuse them. This has given rise to what some call a disposable society." To put things in perspective: In 2012 households in the U.K. generated approximately 22 thousand tons of waste, which amounted to 411 kg of waste generated per person (Department for Environment, Food & Rural Affairs, 2015). During the same time period, households in the U.S. generated 251 million tons of waste, which is equivalent to a person generating approximately 2 kg of waste every day (U.S. Environmental Protection Agency, 2012). Out of these 251 million tons of total waste generated, approximately 20% of the discarded items were categorized as durable goods. The disposal of durable goods is particularly worrisome because they are typically produced using material from non- renewable resources such as iron, minerals, and petroleum-based raw materials

A typology of technology market intermediaries

Technology Market Intermediaries (TMI) are currently emerging on the markets for technologies attempting to realize business opportunities and facilitate the technology and IP transactions supporting firms and other markets actors (e.g. universities). They aim to support open innovation, respectively facilitate more economically technology and particularly IP transactions. However, our understanding of TMIs and their roles needs to be considered incomplete. In this paper I provide evidence on the growing number of TMIs and derived a conceptual basis for a further understanding of TMIs. The inherent difficulties of intellectual property monetization present a challenge for technology based enterprises and business opportunities for IP firms. Following a literature review, I develop a typology for TMIs. Having carried out a review of the literature I compiled a mix of primary and secondary data on about 70 TMIs. Applying the 'nine business model building blocks' from Osterwalder (2004) I identify 12 different TMI types which I then consolidate into six TMI archetypes using the framework for 'business models archetypes' of Herman and Malone (2003). --typology,type,Technology Market Intermediaries

The Machine-to-Everything (M2X) Economy: Business Enactments, Collaborations and e-Governance

Nowadays, business enactments almost exclusively focus on human-to-human business transactions. However, the ubiquitousness of smart devices enables business enactments among autonomously acting machines, thereby providing the foundation for the machine-driven Machine-to-Everything (M2X) Economy. Human-to-human business is governed by enforceable contracts either in the form of oral, or written agreements. Still, a machine-driven ecosystem requires a digital equivalent that is accessible to all stakeholders. Additionally, an electronic contract platform enables fact-tracking, non-repudiation, auditability and tamper-resistant storage of information in a distributed multi-stakeholder setting. A suitable approach for M2X enactments are electronic smart contracts that allow to govern business transactions using a computerized transaction protocol such as a blockchain. In this position paper, we argue in favor of an open, decentralized and distributed smart contract-based M2X Economy that supports the corresponding multi-stakeholder ecosystem and facilitates M2X value exchange, collaborations, and business enactments. Finally, it allows for a distributed e-governance model that fosters open platforms and interoperability. Thus, serving as a foundation for the ubiquitous M2X Economy and its ecosystem

Mission-Market Tension in Managing Nonprofit Organizations

Private not-for-profit organizations combine characteristics of a public sector agency with those of a private, proprietary firm. In particular, nonprofits are required to address designated social missions while breaking even financially. This structure underlies the difficulty that nonprofit organizations face in making decisions with important resource implications. Specifically, choices that would achieve maximal mission impact may differ from choices that reward the organization in purely financial terms. As result, nonprofit managers face a variety of trade-offs between mission responsive and financially rewarding actions. This paper considers some of these tradeoffs by exploring how tensions between mission and market manifest themselves in a variety of nonprofit decision making applications. The analysis is based on a set of task forces assembled by the National Center on Nonprofit Enterprise in eight areas of nonprofit decision making. The paper suggests the development of metrics to reconcile mission goals with market incentives and research on appropriate nonprofit practices in areas such as pricing, employee compensation, outsourcing, collaboration, investment, fund raising and the undertaking of commercial ventures. Working Paper 06-2

The Machine-to-Everything (M2X) economy: business enactments, collaborations, and e-governance

Nowadays, business enactments almost exclusively focus on human-to-human business transactions. However, the ubiquitousness of smart devices enables business enactments among autonomously acting machines, thereby providing the foundation for the machine-driven Machine-to-Everything (M2X) Economy. Human-to-human business is governed by enforceable contracts either in the form of oral, or written agreements. Still, a machine-driven ecosystem requires a digital equivalent that is accessible to all stakeholders. Additionally, an electronic contract platform enables fact-tracking, non-repudiation, auditability and tamper-resistant storage of information in a distributed multi-stakeholder setting. A suitable approach for M2X enactments are electronic smart contracts that allow to govern business transactions using a computerized transaction protocol such as a blockchain. In this position paper, we argue in favor of an open, decentralized and distributed smart contract-based M2X Economy that supports the corresponding multi-stakeholder ecosystem and facilitates M2X value exchange, collaborations, and business enactments. Finally, it allows for a distributed e-governance model that fosters open platforms and interoperability. Thus, serving as a foundation for the ubiquitous M2X Economy and its ecosystem

Management of R & D cooperation

Because of the high degree of technological complexity and the increasing convergence of new technologies, it is becoming more and more difficult to develop advanced products for those companies who solely rely on their own in-house 'core competencies'. One possible response made to these rising requirements is the consideration of cooperation with other companies. Since prior research on cooperation is extensive in its theoretical scope and diverse in its disciplinary bases, it seems appropriate to give a short overview on the literature. In this article, we pursue two purposes: Firstly, we provide a brief and comprehensive picture of theoretical findings on technology-related cooperation pertinent to practitioners by using a process-oriented framework which helps us to integrate the existing literature from different academic disciplines. Secondly, while management scholars have primarily tended to focus on certain research streams, we draw attention to some issues not sufficiently covered by the literature today. We highlight the importance of the technological content (incremental vs. breakthrough and product vs. process innovations) as well as the orientation of the cooperation (horizontal vs. lateral) which should be considered in more detail in future research. --

Pathways Across the Valley of Death: Novel Intellectual Property Strategies for Accelerated Drug Discovery

Drug discovery is stagnating. Government agencies, industry analysts, and industry scientists have all noted that, despite significant increases in pharmaceutical R&D funding, the production of fundamentally new drugs - particularly drugs that work on new biological pathways and proteins - remains disappointingly low. To some extent, pharmaceutical firms are already embracing the prescription of new, more collaborative R&D organizational models suggested by industry analysts. In this Article, we build on collaborative strategies that firms are already employing by proposing a novel public-private collaboration that would help move upstream academic research across the valley of death that separates upstream research from downstream drug candidates. By exchanging trade secrecy for contract-based collaboration, our proposal would both protect intellectual property rights and enable many more researchers to search for potential drug candidates

Collaboration for innovation in services

The research was motivated by the importance of inter-firm collaboration within service innovation. Inter-firm collaboration covers a broad range of organizational combinations of various size and motivations in various levels of formal agreements. The book chapter will explore the choice of different partners and knowledge sources for enabling co-operative innovation activities following the approach of loosely-coupled and institutional networks. The empirical results show different collaborative behavior within different service industries. --innovation management,service innovation,collaboration

The Business of Influencing: Business Models of Social Media Influencers – a Literature Review

Purpose: Influencer Marketing (IM) has become an important marketing category and has, in turn, led to the rise of so-called social media influencers (SMI), who as a group generate significant economic activity. Whereas IM has been studied extensively from an advertiser or effectiveness perspective, addressing the issue from the perspective of SMIs and their economic activities – how they generate, deliver and capture value – has received relatively little attention. Therefore, this study reviews and conceptually represents the current state of knowledge on business models of SMIs. Methodology: Structured literature review of peer-reviewed, English-language journals in Scopus database between 2017-2022. The findings are organised according to Osterwalder and Pigneur’s nine-dimension business model concept, adapted to service-dominant logic aspects following Ojasalo & Ojasalo (2015). Findings/Contribution: Value generation, delivery and capture in SMI business models occur in complex, even collective (co-)production and (co-)consumption settings. This co-creation involves several stakeholders, involves mutual vetting by potential partners and is characterized by significant transaction costs. The scalability of SMI business models is limited due to the core value proposition (the SMI persona and contents), space and time constraints as well as by increasing efforts to sustain parasocial relationships with audiences. Due to the personalised nature of the value proposition, the intertemporal stability of business models is uncertain. The study enlarges the understanding of competition within platform-based ecosystems by looking at complementors with limited resources and scaling ability. It also sheds light on digital business models from a service-dominant logic perspective