Tobias Weiblen

The 4I-framework of business model innovation : A structured view on process phases and challenges

Business model innovation has received rising attention as a means for firms to achieve superior performance. Yet, as we argue based on a review of related literature, the research field so far lacks a comprehensive framework that supports managers in their endeavour to innovative their firms’ business models. Based on process models from innovation management literature and insights from 14 cases of past business model innovations, we develop the 4Iframework that structures the business model innovation process and highlights the specific challenges which managers face during the initiation, ideation, integration and implementation of new business models. Through our study, we also provide a conceptual framework to organise existing literature in the business model innovation field and identify promising areas for future research.

Engaging with Startups to Enhance Corporate Innovation

When it comes to agility, startups have an edge over large corporations—whereas large corporations sit on resources which startups can only dream of. The combination of entrepreneurial activity with corporate ability seems like a perfect match, but can be elusive to achieve. This article examines how large corporations from the tech industry have begun to tap into entrepreneurial innovation from startups. Prominent examples are used to inductively derive a set of four models commonly used to engage with startups and to describe their characteristics, challenges, and rationales. While corporate equity is the key mechanism behind more established models, newer approaches replace equity with shared technology to connect both worlds with fewer organizational costs and greater speed and agility. This article presents a typology of corporate mechanisms to engage with startups that balance speed and agility against control and strategic direction, to map the ways companies can bridge the gap between themselves and the startup world.

Business model innovation processes in large corporations: insights from BASF

Purpose Despite the fact that business model innovation (BMI) has attracted intense attention from scholars and practitioners alike, practicable knowledge on the organizational implementation of BMI efforts in large multinational corporations is rather rare. This paper aims to investigate how BMI is managed in the complex environment of the chemical industry based on a study at BASF SE, a leading global chemical company. Design/methodology/approach The empirical data draw from six case studies (i.e. six BMI projects) within BASF which were observed in the 2010-2014 timeframe. Findings There is not one uniform BMI process archetype. Three different types can be identified, whereby the degree of technology involvement and the maturity of this technology act as determining factors for the form of the process and its organizational implementation. Originality/value This paper profits from its unique empirical setting, which allows identifying practices for the organizational implementation of systematic BMI processes in large corporations. The guidelines derived are highly relevant for general managers and business development departments.