Europeanisation Strategy of Chinese Companies: Its Perils and Promises

The magnitude of outward FDI from China over the recent years has been impressive. It is widely acknowledged that China's government plays an active role in encouraging its companies to go global and become multinational as they realise the value of outward FDI. The paper traces the development of China's outward direct investment policies and discusses the various motives of Chinese companies' internationalisation. More specifically, in this paper we look at the European continent as the emerging destination for Chinese outward direct investment and analyse the implication this trend has for European companies and governments.China, multinational companies, emerging economies, outward investment, public policy

Strategic motivations for Sino-Western alliances: a comparativeanalysis of Chinese and Western alliance formation drivers.

This paper compares the key drivers of Sino-foreign alliance formation from the perspective of both Chinese and Western alliance partners. Our results indicate that Chinese companies enter into alliances with Western companies mainly to get accesses to international markets and to develop their technological and managerial competences further, while Western partners aim to gain access to the local customer and supplier bases of their Chinese counterpart as well as to the complex distribution systems found in the Chinese market. In analyzing the differences among Chinese and Western alliance motives, this paper shows how the initial deficiencies in the Chinese institutional environment has shaped the strategic motives of local companies and consequently lead to the diverging alliance formation motives in Sino-foreign alliances.Strategic alliances, China, Innovation, Internationalization

Strategic Partnering with Chinese Companies: Hidden Motives and Treasures

In this paper we aim to investigate the key drivers of international alliance formation from the perspective of Chinese companies. Our results indicate that Chinese companies enter into alliances with Western companies mainly to get accesses to international markets and to develop their technological and managerial competences further. Therefore we can say that Chinese companies particularly value task-related criteria when selecting Western partners. Nevertheless we also find that Chinese companies also include 'soft' factors such trust, compatibility or reputation in their partner selection process. We therefore conclude that in searching for Western partners, Chinese companies try to find a combination of 'hard' competencies such as technology and other resources as well as more 'soft' attributes such as trust, mutual understanding and commitment.Strategic alliances, China, Innovation, Internationalization

Matching Heterogenous Open Innovation Strategies with Business Model Dimensions

Research on open innovation suggests that companies benefit differentially from adopting open innovation strategies; however, it is unclear why this is so. One possible explanation is that companies’ business models are not attuned to open strategies. Accordingly, we propose a contingency model of open business models by systematically linking open innovation strategies to core business model dimensions, notably the content, structure, governance of transactions. We further illustrate a continuum of open innovativeness, differentiating between four types of open business models. We contribute to the open innovation literature by specifying the conditions under which business models are conducive to the success of open innovation strategies

Fifteen years of research on business model innovation : how far have we come, and where should we go?

Over the last 15 years, business model innovation (BMI) has gained an increasing amount of attention in management research and among practitioners. The emerging BMI literature addresses an important phenomenon but lacks theoretical underpinning, and empirical inquiry is not cumulative. Thus, a concerted research effort seems warranted. Accordingly, we take stock of the extant literature on BMI. We identify and analyze 150 peer-reviewed scholarly articles on BMI published between 2000 and 2015. We provide the first comprehensive systematic review of the BMI literature, include a critical assessment of these research efforts, and offer suggestions for future research. We argue that the literature faces problems with respect to construct clarity and has gaps with respect to the identification of antecedent conditions, contingencies, and outcomes. We identify important avenues for future research and show how the complexity theory, innovation, and other streams of literature can help overcome many of the gaps in the BMI literature

Fremtiden for forretningsmodell-innovasjon i Norge

Rammebetingelsene til mange bransjer i Norge er i ferd med å endre seg som følge av nye trender som for eksempel delingsøkonomi, tjenestifisering (servitization), åpen innovasjon og behov for økt bærekraft. Det gjør at etablerte selskaper må revurdere og forandre sine forretningsmodeller. Det er imidlertid ikke mange selskaper som lykkes med å endre sine forretningsmodeller. Ferske undersøkelser viser at kun en liten andel av norske selskaper har endret sin forretningsmodell over tid. Undersøkelsene tyder på at det er to grunner til den lave graden av innovasjon i forretningsmodeller. Den første er at ledere ofte ikke er bevisst selskapets forretningsmodell, eller de nøler med å endre status quo. Det gjør at de går glipp av muligheter til å fornye selskapets eksisterende forretningsmodell. I andre tilfeller er lederne ivrige etter å fornye forretningsmodellen, men mangler kunnskap om hvordan de kan styre omleggingen og gjennomføre prosessen. I denne artikkelen vil vi derfor først se nærmere på de viktigste driverne for endring og vise hvordan de skaper et behov for nye forretningsmodeller. Deretter drøfter vi hvordan forskjellige kognitive og organisatoriske barrierer kan hindre effektiv endring av forretningsmodeller. Med dette ønsker vi å bidra til den fremvoksende litteraturen om forretningsmodellinnovasjon samt gi praktiske anbefalinger til dem som skal gjennomføre endringene, om hvordan de kan styre forretningsmodellinnovasjon på best mulig måte.publishedVersio

What drives business model adaptation? The impact of opportunities, threats and strategic orientation

Business models change as managers not only innovate business models, but also engage in more mundane adaptation in response to external changes, such as changes in the level or composition of demand. However, little is known about what causes such business model adaptation. We employ threat-rigidity as well as prospect theory to examine business model adaptation in response to external threats and opportunities. Additionally, drawing on the behavioural theory of the firm, we argue that the past strategic orientation of a firm creates path dependencies that influence the propensity of the firm to adapt its business model. We test our hypotheses on a sample of 1196 Norwegian companies, and find that firms are more likely to adapt their business model under conditions of perceived threats than opportunities, and that strategic orientation geared towards market development is more conducive to business model adaptation than an orientation geared towards defending an existing market position