35 research outputs found
On the back of a beer coaster – Simple estimates for costs and revenues in business modelling
Validating the profit formula of a business idea is a difficult task for students and entrepreneurs alike. With the “Business Coaster” we present a simple tool that helps students to get in touch with numbers and design the value capture-side of a business model
Sustainable business model innovation and scaling through collaboration
Over the past decade, scholars and practitioners have increasingly paid attention to sustainable business models (SBM). How to upscale SBMs is a key question in transition research, but current research has rarely adopted a firm-level perspective to discuss the scaling strategies that initiators of SBMs can use. Collaboration with other actors is one of these scaling strategies, but its adoption by firms hinges on different factors. Considering the type of initiator of the SBM (newcomer vs. incumbent firm) and the differentiation of the SBM's value proposition (high or low), we propose a framework which distinguishes four ‘scaling-through-collaboration’ strategies that firms can use. We explain each strategy with illustrative examples and discuss the array of potential partners and the incentives to pursue collaboration with them. Our work shows how firms can contribute to sustainability transitions by leveraging collaboration to scale their SBM
Five strategic foresight tools to enhance business model innovation teaching
We discuss our lessons from 8 years of teaching business model innovation to executives in our part-time MBA program. We inspect how the usage of 5 strategic foresight tools has supported students to innovate business models and discuss the advantages and disadvantages of using student-owned live cases
Incumbent entry modes and entry timing in sustainable niches: The plant-based protein transition in the United States, Netherlands, and United Kingdom
While literature on sustainability transitions has generally portrayed incumbent firms as reluctant to engage in sustainable niches and primarily employing strategies that aim to limit niche growth, practice offers many examples that contradict this. In this paper, we mobilize insights from organizational literature, and particularly the concept of entry modes and entry timing from the international business and strategy literature, to investigate incumbent firms’ engagement in sustainable niches through the introduction of new products, collaborative efforts with new entrants, the introduction of new brands, mergers & acquisitions, and investments. We focus on entry modes of incumbent firms, including food firms, meat processors, retailers, and food service firms, in meat substitute markets in the United States (US), the Netherlands (NL), and the United Kingdom (UK). We identify distinct entry mode patterns for the four firm types and that the entry modes of different types of incumbent firms vary in their timing and commitment towards the plant-based meat substitute niche. Contrary to the general consensus stemming from previous literature on incumbent engagement in transitions, our case shows that incumbents proactively engaged with niche products incentivized by economic opportunities stemming from changing consumption patterns, which preceded any regulatory action
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Fc-Epsilon-RI, the High Affinity IgE-Receptor, Is Robustly Expressed in the Upper Gastrointestinal Tract and Modulated by Mucosal Inflammation
Background: The role of the high affinity IgE receptor, FcεRI, in IgE-mediated immune responses of the gastrointestinal (GI) mucosa is poorly understood. Currently, a detailed characterization of FcεRI expression throughout the human gut is lacking. The aim of this study was to define the expression pattern of FcεRI in the GI tract. Methods/Principal Findings: We compared FcεRI expression in children with gastritis/esophagitis (n = 10), celiac disease (n = 10), inflammatory bowel disease (IBD) (n = 9), and normal mucosa (n = 5). The α–subunit of FcεRI (FcεRIα), detected by immunohistochemistry, was found on cells infiltrating the mucosa of the esophagus, the stomach, and the duodenum, but was rarely detected in more distal sections of the GI tract. Accordingly, quantitative RT-PCR analysis on esophagus, stomach, duodenum, colon, and rectum biopsies revealed that FcεRIα and -β expression levels decreased towards the distal intestine. mRNA transcripts of the common Fc-receptor-γ chain were present in the entire GI mucosa. Double-immunofluorescence staining of esophageal specimens confirmed that FcεRIα was expressed on intraepithelial mast cells and Langerhans cells. The mRNA expression levels of the α, β, and γ subunits of FcεRI did not correlate with total serum IgE but were associated with mucosal inflammation. Conclusion/Significance: Our data define the upper GI tract as the main site for IgE-mediated immune activation via FcεRI. Tissue mRNA levels of FcεRIα are regulated by inflammatory conditions rather than serum IgE, indicating that FcεRI might also play a role in pathologies other than allergy
Sustainable business model innovation and scaling through collaboration
Over the past decade, scholars and practitioners have increasingly paid attention to sustainable business models (SBM). How to upscale SBMs is a key question in transition research, but current research has rarely adopted a firm-level perspective to discuss the scaling strategies that initiators of SBMs can use. Collaboration with other actors is one of these scaling strategies, but its adoption by firms hinges on different factors. Considering the type of initiator of the SBM (newcomer vs. incumbent firm) and the differentiation of the SBM's value proposition (high or low), we propose a framework which distinguishes four ‘scaling-through-collaboration’ strategies that firms can use. We explain each strategy with illustrative examples and discuss the array of potential partners and the incentives to pursue collaboration with them. Our work shows how firms can contribute to sustainability transitions by leveraging collaboration to scale their SBM
Now, switch! Individuals’ responses to imposed switches between exploration and exploitation
Individual ambidexterity is an important micro-foundation of organizational ambidexterity. However, switching back-and-forth between exploration and exploitation can be challenging for individuals. Prior research has mostly focused on bottom-up approaches to stimulating individual ambidexterity, yet many organizations are characterized by greater top-down control. Exercising control may complicate the pursuit of individual ambidexterity because it amplifies switching resistance. We draw on an observational study of facilitated strategy workshops to explore the role of switching resistance and steps that can be taken to deal with it in top-down settings. Our findings suggest that imposing switches on individuals tends to trigger a distinct pattern of behavioral responses. Furthermore, we find that increasing control and offering emotional support can reduce switching resistance and help individuals execute ambidextrous work tasks. Our study contributes to the literature on individual ambidexterity by extending it from bottom-up to top-down settings. Specifically, we identify emotional, cognitive and behavioral drivers of switching resistance and unpack the process leading up to resistance. Furthermore, we identify organizational measures relevant for addressing such resistance and resolving ambidexterity at the individual level.info:eu-repo/semantics/publishedVersio
When incumbents change their mind: framing strategic reorientation in emerging fields
info:eu-repo/semantics/publishedVersio
On the Back of A Beer Coaster - Simple Esitmates for Costs and Revenues in Business Modelling
Validating the profit formula of a business idea is a difficult task for students and entrepreneurs alike. With the “Business Coaster” we present a simple and playful tool that helps students to get in touch with numbers and design the value capture side of a business mode
Teaching Business Models: Approaches and Success Criteria
Teaching business models (BM) and business model innovation (BMI) in universities and business schools has become a common practice. Academia has acknowledged that despite the very normative nature of the concept, business model thinking unites and synergistically binds the very fundamental decisions about a business, i.e., how to create, deliver and capture value