دانلود رایگان مقاله انگلیسی مدل های کسب و کار مبتنی بر نوآوری زنجیره تامین - نشریه امرالد

Abstract

Purpose: This research explores case studies of business models (BMs) driven by supply chain innovations in order to investigate how supply chain innovations (SCIs) can lead companies to discover new BMs. Design/Methodology/Approach: This research is based on an in-depth literature analysis. Literature supports that SCIs drive new BMs. An exploratory interview-based study with practitioners from German and Italian companies shed more light on the ways SCIs can contribute to the discovery of new BMs. Findings: So-called operators can establish close links between SCIs and business model innovation. Because in general supply chains are designed to improve operational performance, most business model improvements are incremental. Large companies, however, can leverage SCIs to generate new BMs that are complementary to their current BMs. Research Limitations/Implications: This research is exploratory in nature. Further (quantitative) research studies can link SCIs types to specific business model patterns and examine contingency factors such as size and industry sector that influence the relationship between SCIs and BMs. Practical Implications: This research draws the attention of practitioners to SCIs as a valuable opportunity to discover new BMs. The operators enable companies to estimate the effects of specific SCIs on their BMs and to identify the SCIs required for achieving a targeted business model. Originality/Value: This paper elaborates propositions about the relationships between SCIs and BMs. It identifies supply chain and process management as important streams of literature that can support the advancement of business model research.

8. Conclusions and Directions for Future Research

This paper bridges two streams of research and identifies the potential of supply chain innovation as a driving force behind the generation of new business models. We contribute to the existing literature in two fundamental ways. First, we identify the similarities between business models and supply chains. Second, we discover patterns that reflect the main impacts of innovation on the supply chain. These patterns are represented by the so-called operators, which specify how activities in the supply chain are eliminated, added, parallelized, inverted, relocated, divided, or accelerated. The practical implication of this study is that managers can use supply chain innovations to generate new business models. The reverse procedure is also true: managers can combine operators to create new business models without having to think through the details of supply chain innovation. Once the business model has been generated and agreed upon, the exact specification of the supply chain innovations can be defined. Thus, this paper sheds light on the importance of the new category of the business models driven by supply chain innovation.