Abstract
| Original language | English |
|---|---|
| Journal | Long range planning |
| DOIs | |
| Publication status | Published - 2018 |
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Leveraging global sources of knowledge for business model innovation. / von Delft, Stephan (Corresponding Author); Kortmann, Sebastian; Gelhard, Carsten Volker; Pisani, Niccolò.
In: Long range planning, 2018.Research output: Contribution to journal › Article › Academic › peer-review
TY - JOUR
T1 - Leveraging global sources of knowledge for business model innovation
AU - von Delft, Stephan
AU - Kortmann, Sebastian
AU - Gelhard, Carsten Volker
AU - Pisani, Niccolò
PY - 2018
Y1 - 2018
N2 - This article explores the concept of leveraging global knowledge for business model innovation, whereby knowledge is transferred across space and firm boundaries for the reconfiguration of an incumbent firm's business model. Considering the implications of an ever-increasing fragmentation of global value chains and the associated dispersion of global knowledge sources, we propose that supply chain partners at foreign locations can provide valuable knowledge that incumbents can leverage to change their business model. Integrating insights from global supply chain, business model, and organizational learning literature, we theorize and empirically test how different organizational capabilities enable firms to acquire knowledge from foreign partners, integrate external with internal knowledge, transform knowledge through experimentation, and finally apply global knowledge in the form of business model innovation. We conclude with suggestions for future research.
AB - This article explores the concept of leveraging global knowledge for business model innovation, whereby knowledge is transferred across space and firm boundaries for the reconfiguration of an incumbent firm's business model. Considering the implications of an ever-increasing fragmentation of global value chains and the associated dispersion of global knowledge sources, we propose that supply chain partners at foreign locations can provide valuable knowledge that incumbents can leverage to change their business model. Integrating insights from global supply chain, business model, and organizational learning literature, we theorize and empirically test how different organizational capabilities enable firms to acquire knowledge from foreign partners, integrate external with internal knowledge, transform knowledge through experimentation, and finally apply global knowledge in the form of business model innovation. We conclude with suggestions for future research.
U2 - 10.1016/j.lrp.2018.08.003
DO - 10.1016/j.lrp.2018.08.003
M3 - Article
JO - Long range planning
JF - Long range planning
SN - 0024-6301
ER -