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標(biāo)題: Titlebook: Business Model Innovation as a Dynamic Capability; Micro-Foundations an Marc Sniukas Book 2020 The Editor(s) (if applicable) and The Author [打印本頁]

作者: intensify 時(shí)間: 2025-3-21 16:03
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作者: 開花期女 時(shí)間: 2025-3-21 23:26
Introduction, market capitalisation from $2.6 billion in 2002 to $133 billion in 2007, a period considered the iPod + iTunes growth years (Amit and Zott 2010; Johnson 2010), and turning Apple into a key player of the music industry, reinventing music distribution and consumption.

作者: Minuet 時(shí)間: 2025-3-22 00:52
Book 2020ished organisations. New and innovative business models are fundamental to the commercialisation of the latest technologies, performance, and competitive advantage, as well as value creation for customers, the focal company and its ecosystem. Yet, our current understanding of how established compani

作者: Pert敏捷 時(shí)間: 2025-3-22 05:08
1431-1941 process.Provides a roadmap for executives by detailing the .This study adopts a dynamic capabilities perspective to explore the activities and processes through which business model innovations arise in established organisations. New and innovative business models are fundamental to the commerciali

作者: GUMP 時(shí)間: 2025-3-22 09:25

作者: groggy 時(shí)間: 2025-3-22 15:46
Digitale Kultur und Kommunikation of business model innovation in incumbent organisations, which (4) is seen as the biggest barrier to business model innovation in established companies, the purpose of this study was to contribute to our understanding of how business model innovation comes about in established firms. The specific academic objectives thereby were:

作者: EVICT 時(shí)間: 2025-3-22 19:52

作者: 放大 時(shí)間: 2025-3-22 22:53
Discussion and Conclusion, of business model innovation in incumbent organisations, which (4) is seen as the biggest barrier to business model innovation in established companies, the purpose of this study was to contribute to our understanding of how business model innovation comes about in established firms. The specific academic objectives thereby were:

作者: 貿(mào)易 時(shí)間: 2025-3-23 01:53
Book 2020dies in the manufacturing, financial services, media, consulting, and healthcare industries. The framework developed here offers a novel understanding of how business model innovations come about in established organisations, a practice it dubs ‘crafting business models in statu nascendi’..

作者: UNT 時(shí)間: 2025-3-23 06:53
Introduction,ore in 2003. Apple was neither the inventor of portable MP3 music players, nor did it invent the idea of downloadable music. Yet, Apple was the first company to invent a business model exploiting these technologies in a way that created value for the customer, itself and the music business ecosystem

作者: Vasoconstrictor 時(shí)間: 2025-3-23 13:35

作者: Explicate 時(shí)間: 2025-3-23 17:28
Discussion and Conclusion,enhance enterprise performance and create value for customers, the focal firm and its ecosystem, coupled with (3) a lack of understanding of processes of business model innovation in incumbent organisations, which (4) is seen as the biggest barrier to business model innovation in established compani

作者: ALTER 時(shí)間: 2025-3-23 18:35
Business Model Innovation as a Dynamic Capability978-3-030-50100-6Series ISSN 1431-1941 Series E-ISSN 2197-716X

作者: calamity 時(shí)間: 2025-3-24 00:39
https://doi.org/10.1007/978-3-030-50100-6Business model concept; Dynamic capabilities; Grounded theory; Business model innovation; Case studies

作者: Pigeon 時(shí)間: 2025-3-24 02:34
978-3-030-50102-0The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerl

作者: Cirrhosis 時(shí)間: 2025-3-24 08:48
Medialisierung politischer OrganisationenCompared to existing reviews of the business model literature (e.g. Christiansen and Varnes 2010; Klang et al. 2010; Zott et al. 2011), the objective of this literature review is not to map and categorise the existing business model literature. Instead the purpose of this review is to answer two specific questions:

作者: invulnerable 時(shí)間: 2025-3-24 11:14

作者: 實(shí)現(xiàn) 時(shí)間: 2025-3-24 14:54

作者: 流眼淚 時(shí)間: 2025-3-24 22:02
Literature Review,Compared to existing reviews of the business model literature (e.g. Christiansen and Varnes 2010; Klang et al. 2010; Zott et al. 2011), the objective of this literature review is not to map and categorise the existing business model literature. Instead the purpose of this review is to answer two specific questions:

作者: 同位素 時(shí)間: 2025-3-24 23:11
Findings from the Initial Sample of Five Research Sites,In the following chapter the findings emerging from the data collected during the initial sample are presented. The chapter is structured as follows.

作者: 鋪?zhàn)?nbsp; 時(shí)間: 2025-3-25 04:57
Findings from the Theoretical Sample of One Research Site,Having identified the three micro-foundations of business model innovation as a dynamic capability (process orchestration, learning, and deployment) in Chap. ., the focus of the theoretical sample, outlined in this chapter, is on unravelling the managerial and organisational activities forming the basis of these micro-foundations.

作者: FLIRT 時(shí)間: 2025-3-25 10:41
https://doi.org/10.1007/978-3-531-90942-4ore in 2003. Apple was neither the inventor of portable MP3 music players, nor did it invent the idea of downloadable music. Yet, Apple was the first company to invent a business model exploiting these technologies in a way that created value for the customer, itself and the music business ecosystem

作者: delegate 時(shí)間: 2025-3-25 14:28
https://doi.org/10.1007/978-3-531-90942-4epistemological positions can range from positivism to interpretivism, whereas Easterby-Smith et al. (2012) distinguish between realist, internal realist, relativist and nominalist ontologies and positivist and social constructionist epistemologies. If the term “constructionism” is used to denote an

作者: 上坡 時(shí)間: 2025-3-25 16:08