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The Influence of the Industrial Internet of Things on Business Model Design: A Qualitative-Empirical Analysis 工业物联网对商业模式设计的影响:定性-实证分析
Digital Disruptive Innovation Pub Date : 2016-12-21 DOI: 10.1142/S1363919616400144
Sven M. Laudien, Birgit Daxböck
{"title":"The Influence of the Industrial Internet of Things on Business Model Design: A Qualitative-Empirical Analysis","authors":"Sven M. Laudien, Birgit Daxböck","doi":"10.1142/S1363919616400144","DOIUrl":"https://doi.org/10.1142/S1363919616400144","url":null,"abstract":"The Industrial Internet of Things is recently a widely discussed phenomenon. However, business level effects of this phenomenon are by now underresearched. We tackle this research gap by presenting an in-depth analysis of business model changes manufacturing firms employ to adequately react to this technological development. Against the background of a multiple-case study we identify and characterise three archetypes of business models manufacturing firm implement in order to benefit from opportunities provided by the Industrial Internet of Things. Furthermore, we present insights on how firms innovate their extant business model in this context. Thereby, our study considerably contributes to business model research and additionally bolsters up a strategic firm level perspective on the Industrial Internet of Things.","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"7 1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125971202","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 60
How the Industrial Internet of Things Changes Business Models in Different Manufacturing Industries 工业物联网如何改变不同制造业的商业模式
Digital Disruptive Innovation Pub Date : 2016-12-21 DOI: 10.1142/S1363919616400156
Christian Arnold, Daniel Kiel, K. Voigt
{"title":"How the Industrial Internet of Things Changes Business Models in Different Manufacturing Industries","authors":"Christian Arnold, Daniel Kiel, K. Voigt","doi":"10.1142/S1363919616400156","DOIUrl":"https://doi.org/10.1142/S1363919616400156","url":null,"abstract":"The Industrial Internet of Things (IIoT) poses large impacts on business models (BM) of established manufacturing companies within several industries. Thus, this paper aims at analyzing the influence of the IIoT on these BMs with particular respect to differences and similarities dependent on varying industry sectors. For this purpose, we employ an exploratory multiple case study approach based on semi-structured expert interviews in 69 manufacturing companies from the five most important German industries. Owing the lack of previous research, our study contributes to the current state of management literature by revealing the following valuable insights with regard to industry-specific BM changes: The machine and plant engineering companies are mainly facing changing workforce qualifications, the electrical engineering and information and communication technology companies are particularly concerned with the importance of novel key partner networks, and automotive suppliers predominantly exploit IIoT-inherent benefits in terms of an increasing cost efficiency.","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"65 1-2 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2016-12-21","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"116719808","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 261
Platform Leadership of Incumbent Telecommunications Operators: The Case of BT 21st Century Network (BT21CN) 现有电信运营商的平台领导力——以英国电信21世纪网络(BT21CN)为例
Digital Disruptive Innovation Pub Date : 2014-05-15 DOI: 10.1142/S1363919614500157
C. Sato
{"title":"Platform Leadership of Incumbent Telecommunications Operators: The Case of BT 21st Century Network (BT21CN)","authors":"C. Sato","doi":"10.1142/S1363919614500157","DOIUrl":"https://doi.org/10.1142/S1363919614500157","url":null,"abstract":"This paper addresses the problem of survival and growth of incumbent telecommunication operators. In particular, this paper investigates the extent to which the platform-based approach is appropriate for the internationalisation strategy (platform leadership) of incumbent telecommunications operators in the context of the transition to the Next Generation Network (NGN). It examines the case of BT in the UK, as a large-scale first mover in this transition, exploring the major transformation project BT 21st Century Network (BT21CN). The case demonstrates how the platform-based approach can be used to promote business transformation of an incumbent telecom operator in a turbulent environment. The platform architecture integrates two main features that are usually treated in different contexts and time frames in the literature: (i) the reusability of components and sub-systems (typically in the automotive industry); and (ii) the openness of the platform to external actors in order to drive innovation in the industry (typically in the ICT industry). BT21CN emerged as an industry platform, made possible by the maturation of the Internet Protocol (IP) as a \"common technology\" able to transport not only data, but also real time voice and video, with an acceptable quality of service (QoS). Reusability can help reducing costs and decreasing time-to-market for new products and services. However, openness of the platform to external actors has still limited impact due to the limited success of BT (and incumbent telecom operators in general) in their process of internationalisation. Thus, in the context of BT (and of potentially other incumbent telecom operators), the limitations in their process of internationalisation have a negative impact on the evolutionary dynamics of the platform-based approach.","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"20 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2014-05-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"122236966","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 3
Open Innovation, Generativity and the Supplier as Peer: The Case of Iphone and Android 开放式创新、生成性与供应商对等:以Iphone和Android为例
Digital Disruptive Innovation Pub Date : 2011-11-20 DOI: 10.1142/S1363919611003131
Björn Remneland‐Wikhamn, Jan Ljungberg, Magnus Bergquist, J. Kuschel
{"title":"Open Innovation, Generativity and the Supplier as Peer: The Case of Iphone and Android","authors":"Björn Remneland‐Wikhamn, Jan Ljungberg, Magnus Bergquist, J. Kuschel","doi":"10.1142/S1363919611003131","DOIUrl":"https://doi.org/10.1142/S1363919611003131","url":null,"abstract":"The diffusion of various forms of digital technologies has acted as a disrupting force in several industries, promoting open and distributed innovation processes. In this paper we argue that the supplier in open innovation networks tends to get a more active role as a creative peer producer, rather than merely a contractual deliverer. A comparative case study of the mobile phone platforms iPhone and Android is used to analyze this shift in innovative value creation. The notion of generative capacity is introduced to the research on open innovation, suggesting that it is generativity rather than openness that drives the platforms' aggregated wealth. The two cases from the mobile phone industry illustrate that innovation initiatives can successfully approach generativity in different ways and that both openness and control are important to facilitate supplier contributions.","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"13 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-11-20","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125309398","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 46
Blue Ocean or Fast-Second Innovation? A Four-Breakthrough Model to Explain Successful Market Domination 蓝海还是快速创新?解释成功的市场支配的四个突破模型
Digital Disruptive Innovation Pub Date : 2010-06-01 DOI: 10.1142/S1363919610002684
Bernard Buisson, P. Silberzahn
{"title":"Blue Ocean or Fast-Second Innovation? A Four-Breakthrough Model to Explain Successful Market Domination","authors":"Bernard Buisson, P. Silberzahn","doi":"10.1142/S1363919610002684","DOIUrl":"https://doi.org/10.1142/S1363919610002684","url":null,"abstract":"Innovation is widely recognized as a major driver of long-term corporate growth. Successful innovators who manage to dominate new markets enjoy Schumpeterian rents for their inventions. How then can a firm dominate a new market? Two streams of literature have proposed opposite answers to this question.The First Mover approach indicates that by setting up a strong differentiation strategy, companies are supposed to create a new area where profits abound. This approach is supported especially by Kim and Mauborgne (2004) who coined the term Blue Ocean to describe it.The Fast Second approach, defended by Markides and Geroski (2005), contends, on the contrary, that companies should not try to become pioneers, but should target the newly created market in second position, and colonize it.But neither Blue Ocean nor Fast Second are able to convincingly explain successful market domination. Our study of 24 innovation cases suggests that innovation which leads to market domination is instead achieved by using four kinds of breakthroughs, separately of simultaneously.","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"51 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131712612","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 21
The Role of Online Brand Community in New Product Development: Case Studies on Digital Product Manufacturers in Korea 在线品牌社区在新产品开发中的作用:以韩国数字产品制造商为例
Digital Disruptive Innovation Pub Date : 2008-09-01 DOI: 10.1142/S1363919608002011
Joong Hyun Kim, Zong-Tae Bae, S. Kang
{"title":"The Role of Online Brand Community in New Product Development: Case Studies on Digital Product Manufacturers in Korea","authors":"Joong Hyun Kim, Zong-Tae Bae, S. Kang","doi":"10.1142/S1363919608002011","DOIUrl":"https://doi.org/10.1142/S1363919608002011","url":null,"abstract":"The focus of this study is on how online brand communities are utilised throughout the new product development (NPD) process by promoting communications between firms and communities. We investigate leading MP3 player manufacturers and mobile phone handset manufacturers in Korea. The results of our case studies show that the roles of online brand communities vary along the NPD stages — from trendsetters (lead users) to innovation facilitators (users as innovators), and information disseminators (early adopters). These communities can help firms gain insight into customer needs, desirable characteristics of new products and trends for future development. Furthermore, various inputs from online brand communities can stimulate firms' internal communication among several departments involved in the NPD. Finally, this study suggests the extended research model and generates hypotheses on the roles and impacts of online brand communities.","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"40 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2008-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134475116","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 42
Disruptive Technologies: An Expanded View 颠覆性技术:一个扩展的视角
Digital Disruptive Innovation Pub Date : 2005-03-01 DOI: 10.1142/S1363919605001162
J. Utterback, Happy J. Acee
{"title":"Disruptive Technologies: An Expanded View","authors":"J. Utterback, Happy J. Acee","doi":"10.1142/S1363919605001162","DOIUrl":"https://doi.org/10.1142/S1363919605001162","url":null,"abstract":"The term \"disruptive technology\" as coined by Christensen (1997, The Innovator's Dilemma; How New Technologies Cause Great Firms to Fail. Harvard Business School Press) refers to a new technology having lower cost and performance measured by traditional criteria, but having higher ancillary performance. Christensen finds that disruptive technologies may enter and expand emerging market niches, improving with time and ultimately attacking established products in their traditional markets. This conception, while useful, is also limiting in several important ways.By emphasising only \"attack from below\" Christensen ignores other discontinuous patterns of change, which may be of equal or greater importance (Utterback, 1994, Mastering the Dynamics of Innovation. Harvard Business School Press; Acee, 2001, SM Thesis, Massachusetts Institute of Technology). Further, the true importance of disruptive technology, even in Christensen's conception of it is not that it may displace established products. Rather, it is a powerful means for enlarging and broadening markets and providing new functionality.In Christensen's theory of disruptive technology, the establishment of a new market segment acts to channel the new product to the leading edge of the market or the early adopters. Once the innovation reaches the early to late majority of users it begins to compete with the established product in its traditional market. Here we present an alternative scenario in which a higher performing and higher priced innovation is introduced into the most demanding established market segments and later moves towards the mass market.","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"222 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2005-03-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"134411520","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 89
Standard-Setting Strategies in the Multimedia Sector 多媒体行业的标准制定策略
Digital Disruptive Innovation Pub Date : 2003-09-01 DOI: 10.1142/S1363919603000829
V. Chiesa, G. Toletti
{"title":"Standard-Setting Strategies in the Multimedia Sector","authors":"V. Chiesa, G. Toletti","doi":"10.1142/S1363919603000829","DOIUrl":"https://doi.org/10.1142/S1363919603000829","url":null,"abstract":"In many hi-tech sectors one of the most important competitive weapons is standardisation. It is particularly true in network markets where users would like to buy products compatible with those bought by others. Different processes may lead to standard setting. Sometimes there are fierce standardisation wars, whereas in other cases competitors are able to agree on a common standard before the introduction of a new technology on the market. Quite often a single firm is not able to adequately sponsor the adoption of its technology as a standard. Therefore, partners supporting the standard-setting process have to be found and collaborations have to be formed. In this paper, the reasons that may lead firms to co-operate or not co-operate are first analysed and then the different typologies of collaborations are described together with their motivations and critical success factors. Finally, the dynamic of the standard-setting process will be investigated and discussed. The paper is based on the study of ten c...","PeriodicalId":383889,"journal":{"name":"Digital Disruptive Innovation","volume":"74 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2003-09-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127361518","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
引用次数: 6
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