Business Model Innovation (BMI) has recently caught the eye of academics and practitioners in the broad fields of Strategy and Innovation Management. Notwithstanding the growing research effort that has been directed towards this subject, several key questions which would enable to frame BMI in the existing body of knowledge related to Strategy remain unanswered: one of these refers to the relationship between BMI and Strategy. This Thesis argues that studies on BMI would benefit from a more explicit connection with the broader discussion on Strategy and Change, traditionally known as Strategic Innovation (SI). Thus, this thesis aims to investigate the role of Change in the relationship between SI and BMI. In this sense, this study first performs a structured literature review on SI and BMI, highlighting that the relationship between SI and BMI is still under-investigated. Second, it proposes an original classification of Change types according to three significant dimensions: trajectory, intent, and effect. Third, based on this classification, a cross-industry multiple case study on 16 companies is conducted, in order to understand how the relationship between SI and BMI is mediated or triggered by the nature of Change taking place, giving rise to eight innovation paths. Light is also shed on the key role played by diverse strategic actors – top, middle and low management, and key employees – in SI and BMI.
La Business Model Innovation ha recentemente attirato l’attenzione di accademici e professionisti che operano nei macro-ambiti della Strategia e della gestione dell’Innovazione. Nonostante il crescente sforzo di ricerca focalizzato su tale argomento, restano aperte numerose questioni chiave che potrebbero rendere possibile l’inquadramento della BMI nel corpo di conoscenze relazionato alla Strategia: una di queste riguarda la relazione tra BMI e Strategia. Questo lavoro di tesi sostiene che gli studi sulla BMI trarrebbero beneficio da una connessione più esplicita con la più ampia discussione sulla Strategia e sul Cambiamento, tradizionalmente nota come Innovazione Strategica (SI). Questa tesi mira quindi ad investigare il ruolo del Cambiamento nella relazione tra SI e BMI. Di conseguenza, questo lavoro per prima cosa propone una revisione strutturata della letteratura sulla SI e sulla BMI, evidenziando che la loro relazione è tuttora scarsamente investigata. Successivamente, lo studio propone una classificazione originale delle tipologie di Cambiamento in base a tre dimensioni significative: traiettoria, intento ed effetto. Infine, sulla base di questa classificazione, viene condotto uno studio di caso multiplo su 16 imprese, con l’obiettivo di comprendere come la relazione tra SI e BMI sia mediata o innescata dalla natura del Cambiamento che si manifesta, dando origine a otto cammini dell’innovazione. Viene fatta luce anche sul ruolo chiave giocato da diversi attori – top, middle and line management, e impiegati chiave – nella SI e nella BMI.
The role of change in the relationship between strategic innovation and business model innovation : evidences from a multiple case study
LAVEZZARI, EILEEN
2014/2015
Abstract
Business Model Innovation (BMI) has recently caught the eye of academics and practitioners in the broad fields of Strategy and Innovation Management. Notwithstanding the growing research effort that has been directed towards this subject, several key questions which would enable to frame BMI in the existing body of knowledge related to Strategy remain unanswered: one of these refers to the relationship between BMI and Strategy. This Thesis argues that studies on BMI would benefit from a more explicit connection with the broader discussion on Strategy and Change, traditionally known as Strategic Innovation (SI). Thus, this thesis aims to investigate the role of Change in the relationship between SI and BMI. In this sense, this study first performs a structured literature review on SI and BMI, highlighting that the relationship between SI and BMI is still under-investigated. Second, it proposes an original classification of Change types according to three significant dimensions: trajectory, intent, and effect. Third, based on this classification, a cross-industry multiple case study on 16 companies is conducted, in order to understand how the relationship between SI and BMI is mediated or triggered by the nature of Change taking place, giving rise to eight innovation paths. Light is also shed on the key role played by diverse strategic actors – top, middle and low management, and key employees – in SI and BMI.File | Dimensione | Formato | |
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2016_04-Lavezzari.pdf
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Descrizione: Tesi di Laurea Magistrale Eileen Lavezzari
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https://hdl.handle.net/10589/118209