Abbas Moayya; Ali Otarkhani; Ali Rezaeian; Bahman Hajipour
Abstract
Business model innovation is defined as new, non-partial and designed changes in key elements or the architecture of the relationships between these elements in a company's business model. BMI is a large new form of organizational innovation that requires theorizing, implementation and testing. In recent ...
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Business model innovation is defined as new, non-partial and designed changes in key elements or the architecture of the relationships between these elements in a company's business model. BMI is a large new form of organizational innovation that requires theorizing, implementation and testing. In recent years a lot of research has been done on the subject of business model innovation and has faced an exponential growth in the interest of researchers and executives. This highlights the need for more conceptual and empirical research on BMI and some refinements in this area in order to gain a better understanding of this phenomenon. In this article, while reviewing previous research related to this field in the period 1980 to 2020 in Scopus database, using the Meta-Synthesis qualitative method, the business model innovation drivers are identified and categorized. Finally, 9 drivers (Competitive pressure, technology pressure, external environmental changes, external stakeholders, market development opportunities, management thinking model, internal challenges, internal capabilities and internal strategy stimulation) were identified by explaining their impact on business model innovation and a conceptual model is presented.
Gholamreza Tavakoli; Majid Ramezan; Abbas Moayya
Volume 24, Issue 77 , July 2015, , Pages 153-169
Abstract
In today’s era Organizational Capacity for Change (OCC) is an important and strategic capability and a source of competitive advantage for organizations; therefore the strategic thinkers should go beyond the daily managerial processes and crises to focus on developing the capacity for effective ...
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In today’s era Organizational Capacity for Change (OCC) is an important and strategic capability and a source of competitive advantage for organizations; therefore the strategic thinkers should go beyond the daily managerial processes and crises to focus on developing the capacity for effective response to the environmental uncertainty. In this study 29 governmental organizations were surveyed. The level of Strategic Thinking and OCC in each organization was evaluated and the relationship between these two concepts was investigated by correlation test. In this research Liedtka’s model of Strategic Thinking and Judge’s model of Organizational Capacity for Change have been used. The results showed that organizations with higher level of Strategic Thinking have greater Capacity for Change. Furthermore, it was determined that there are positive and meaningful correlations between each element of Strategic Thinking (systems perspective, intent-focused, intelligent opportunism, thinking in time and hypothesis-driven) and OCC. The statistical analyses also demonstrate that there are positive and meaningful correlations between Strategic Thinking and both human capital and social infrastructure attributes of OCC.
