Parole chiave
SMEs
Dynamic Business Modelling
Resilience
Crisis
Come citare
##plugins.generic.dates.accepted## 2024-01-18
##plugins.generic.dates.published## 2024-04-15
Abstract
Purpose. The work proposes Dynamic Business Modeling (DBM) to support small and medium enterprises (SMEs) in implementing business model innovation (BMI) to increase their resilience during crises.
Design/methodology/approach. Drawing on System Dynamics and secondary data case studies, DBM is investigated as a way to make changes to business model elements and architecture in response to changing conditions.
Findings. The case-based analysis shows how DBM can help SMEs overcome BMI barriers during crises by enhancing the understanding of the interdependence between financial and non-financial factors.
Practical and social implications. The work shows how DBM can speed up BMI in SMEs, contributing to the scientific discussion by proposing a systemic methodological solution for SMEs to overcome BMI barriers.
Originality of the study. The work offers a qualitative perspective of DBM for SMEs coping with crises through BMI. It serves as groundwork for future applied research on SMEs’ BMI.
Riferimenti bibliografici
Alberti, F. G., Ferrario, S., & Pizzurno, E. (2018). Resilience: Resources and strategies of SMEs in a new theoretical framework. International Journal of Learning and Intellectual Capital, 15(2), 165–188. https://doi.org/10.1504/IJLIC.2018.091969
Andersen, T. C. K., Aagaard, A., & Magnusson, M. (2022). Exploring business model innovation in SMEs in a digital context: Organizing search behaviors, experimentation and decision‐making. Creativity and Innovation Management, 31(1), 19-34. https://doi.org/10.1111/caim.12474
Archibugi, D., Filippetti, A., & Frenz, M. (2013). Economic crisis and innovation: Is destruction prevailing over accumulation? Research Policy, 42(2), 303–314. https://doi.org/10.1016/j.respol.2012.07.002
Bivona, E., & Cruz, M. (2021). Can business model innovation help SMEs in the food and beverage industry respond to crises? Findings from a Swiss brewery during COVID-19. British Food Journal, 123(11), 3638–3660. https://doi.org/10.1108/BFJ-07-2020-0643
Bouwman, H., Reuver, M., Heikkilä, M., & Fielt, E. (2020). Business model tooling: Where research and practice meet. Electronic Markets, 30(3), 413–419. https://doi.org/10.1007/s12525-020-00424-5
Budler, M., Župič, I., & Trkman, P. (2021). The development of business model research: A bibliometric review. Journal of Business Research, 135, 480–495. https://doi.org/10.1016/j.jbusres.2021.06.045
Chesbrough, H. (2010). Business Model Innovation: Opportunities and Barriers. Business Models, 43(2), 354–363. https://doi.org/10.1016/j.lrp.2009.07.010
Clauss, T., Breier, M., Kraus, S., Durst, S., & Mahto, R. V. (2022). Temporary business model innovation – SMEs’ innovation response to the Covid-19 crisis. R&D Management, 52(2), 294–312. https://doi.org/10.1111/radm.12498
Cosenz, F. (2017). Supporting start-up business model design through system dynamics modeling. Management Decision, 55(1), 57–80. https://doi.org/10.1108/MD-06-2016-0395
Cosenz, F., & Bivona, E. (2021). Fostering growth patterns of SMEs through business model innovation. A tailored dynamic business modeling approach. Journal of Business Research, 130, 658–669. https://doi.org/10.1016/j.jbusres.2020.03.003
Cosenz, F., & Noto, G. (2016). Applying System Dynamics Modeling to Strategic Management: A Literature Review. Systems Research and Behavioral Science, 33(6), 703–741. https://doi.org/10.1002/sres.2386
Cosenz F., & Noto G. (2017). Il Dynamic Business Model: una prospettiva dinamica per la progettazione dei modelli di business. Piccola Impresa/Small Business, 2, 9-34. https://doi.org/10.14596/pisb.257
Cosenz, F., & Noto, G. (2018a). A dynamic business modeling approach to design and experiment new business venture strategies. Long Range Planning, 51(1), 127–140. https://doi.org/10.1016/j.lrp.2017.07.001
Cosenz, F., & Noto, G. (2018b). Fostering entrepreneurial learning processes through Dynamic Start-up business model simulators. The International Journal of Management Education, 16(3), 468–482. https://doi.org/10.1016/j.ijme.2018.08.003
Cosenz, F., Rodrigues, V. P., & Rosati, F. (2020). Dynamic business modeling for sustainability: Exploring a system dynamics perspective to develop sustainable business models. Business Strategy and the Environment, 29(2), 651–664. https://doi.org/10.1002/bse.2395
Davis, J. P., Eisenhardt, K. M., & Bingham, C. B. (2007). Developing theory through simulation methods. The Academy of Management Review, 32, 480–499. https://doi.org/10.2307/20159312
Demil, B., & Lecocq, X. (2010). Business Model Evolution: In Search of Dynamic Consistency. Business Models, 43(2), 227–246. https://doi.org/10.1016/j.lrp.2010.02.004
Demil, B., & Lecocq, X. (2015). Crafting an innovative business model in an established company: The role of artifacts. In C. Baden-Fuller, & V. Mangematin (Eds.), Business Models and Modeling (Advances in Strategic Management) (vol. 33, pp. 31–58). Bingley (UK): Emerald Group Publishing. https://doi.org/10.1108/S0742-332220150000033003
Fasth, J., Åkerman, N., Elliot, V., & Hilmersson, M. (2022). Small and medium-sized enterprises response to Covid-19: The effect of external openness and procedural management. International Small Business Journal, 02662426221101528. https://doi.org/10.1177/02662426221101528
Flyvbjerg, B. (2006). Five Misunderstandings About Case-Study Research. Qualitative Inquiry, 12(2), 219-245. https://doi.org/10.1177/1077800405284363
Forrester, J. W. (1958). Industrial dynamics: A major breakthrough for decision makers. Harvard Business Review, 36(4), 37–66.
Garzella, S., Fiorentino, R., Caputo, A., & Lardo, A. (2021). Business model innovation in SMEs: The role of boundaries in the digital era. Technology Analysis & Strategic Management, 33(1), 31-43. https://doi.org/10.1080/09537325.2020.1787374
Ghezzi, A., & Cavallo, A. (2020). Agile business model innovation in digital entrepreneurship: Lean startup approaches. Journal of Business Research, 110, 519–537. https://doi.org/10.1016/j.jbusres.2018.06.013
Groesser, S., & Jovy, N. (2016). Business model analysis using computational modeling: A strategy tool for exploration and decision-making. Journal of Management Control: Zeitschrift Für Planung Und Unternehmenssteuerung, 27(1), 61–88. https://doi.org/10.1007/s00187-015-0222-1
Heikkilä, M., Bouwman, H., & Heikkilä, J. (2018). From strategic goals to business model innovation paths: An exploratory study. Journal of Small Business and Enterprise Development, 25, 107–128. https://doi.org/10.1108/JSBED-03-2017-0097
Jabeen, F., Belas, J., Santoro, G., & Alam, G. M. (2023). The role of open innovation in fostering SMEs’ business model innovation during the COVID-19 pandemic. Journal of knowledge management, 27(6), 1562-1582. https://doi.org/10.1108/JKM-05-2022-0347
Johnson, M.W., Christensen, C.C., & Kagermann, H. (2008). Reinventing Your Business Model. Harvard Business Review, 87(12), 52-60
Kraus, S., Clauss, T., Breier, M., Gast, J., Zardini, A., & Tiberius, V. (2020). The economics of COVID-19: Initial empirical evidence on how family firms in five European countries cope with the corona crisis. International Journal of Entrepreneurial Behavior & Research, 26(5), 1067–1092. https://doi.org/10.1108/IJEBR-04-2020-0214
Latifi, M.A., Nikou, S., & Bouwman, H. (2021). Business model innovation and firm performance: Exploring causal mechanisms in SMEs. Technovation, 107, 102274. https://doi.org/10.1016/j.technovation.2021.102274
Li, F. (2020). The digital transformation of business models in the creative industries: A holistic framework and emerging trends. Technovation, 92–93, 1–10. https://doi.org/10.1016/j.technovation.2017.12.004
Lindgreen, A., Di Benedetto, C. A., & Beverland, M. B. (2021). How to write up case-study methodology sections. Industrial Marketing Management, 96, A7-A10. https://doi.org/10.1016/j.indmarman.2020.04.012
Massa, L., & Hacklin, F. (2020). Business Model Innovation in Incumbent Firms: Cognition and Visual Representation. In K. J. Sund, R. J. Galavan, & M. Bogers (Eds.), Business Models and Cognition (Vol. 4, pp. 203–232). Emerald Publishing Limited. https://doi.org/10.1108/S2397-521020200000004010
Massa, L., Tucci, C., & Afuah, A. (2017). A Critical Assessment of Business Model Research. Academy of Management Annals, 11, 73–104. https://doi.org/10.5465/annals.2014.0072
McDonald, R. M., & Eisenhardt, K. M. (2020). Parallel Play: Startups, Nascent Markets, and Effective Business-model Design. Administrative Science Quarterly, 65(2), 483–523. https://doi.org/10.1177/0001839219852349
McGrath, R. G. (2010). Business Models: A Discovery Driven Approach. Business Models, 43(2), 247–261. https://doi.org/10.1016/j.lrp.2009.07.005
Miller, K., McAdam, M., Spieth, P., & Brady, M. (2021). Business models big and small: Review of conceptualisations and constructs and future directions for SME business model research. Journal of Business Research, 131, 619–626. https://doi.org/10.1016/j.jbusres.2020.12.036
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers (Vol. 1). John Wiley & Sons.
Osterwalder, A., Pigneur, Y. & Etiemble, F. (2020). The Invincible Company: How to Constantly Reinvent Your Organization with Inspiration From the World's Best Business Models. John Wiley & Sons.
Pateli, A. G., & Giaglis, G. M. (2005). Technology innovation induced business model change: A contingency approach. Journal of Organizational Change Management, 18(2), 167–183. https://doi.org/10.1108/09534810510589589
Pencarelli, T., Cesaroni, F. M., & Demartini, P. (2021). Covid-19 and Italian small and medium-sized enterprises: Consequences, threats and opportunities. Piccola Impresa / Small Business, 0(3). https://doi.org/10.14596/pisb.413
Ruisi, M. (2022). Reconceptualizing Business Models in Light of the COVID-19 Experience: Insights from the World of Start-Ups for a Renewed Corporate Finalism. In: AA.VV. (Eds): Campisi, G., Mocciaro Li Destri, A., Amenta, C., COVID-19 and Communities - The University of Palermo’s Voices and Analyses During the pandemic. UNIPA SPRINGER SERIES, p. 257-264, Springer.
Snihur, Y., Lamine, W., & Wright, M. (2021). Educating engineers to develop new business models: Exploiting entrepreneurial opportunities in technology-based firms. Technological Forecasting and Social Change, 164(C). https://doi.org/10.1016/j.techfore.2018.1
Sterman, J. (2000). Instructor’s Manual to Accompany Business Dyanmics: Systems Thinking and Modeling for a Complex World. McGraw-Hill.
Taeuscher, K., & Abdelkafi, N. (2017). Visual tools for business model innovation: Recommendations from a cognitive perspective. Creativity and Innovation Management, 26, 160–174. https://doi.org/10.1111/caim.12208
Wenzel, M., Stanske, S., & Lieberman, M. (2020). Strategic responses to crisis. Strategic Management Journal, 42. https://doi.org/10.1002/smj.3161
Yin, R. K. (1981). The case study crisis: Some answers. Administrative Science Quarterly, 26(1), 58–65. https://doi.org/10.2307/2392599
Yin, R. K. (2009). Case study research: Design and methods (Vol. 5). sage.
Zamani, E. D., Griva, A., & Conboy, K. (2022). Using business analytics for SME business model transformation under pandemic time pressure. Information Systems Frontiers, 24(4), 1145-1166. https://doi.org/10.1007/s10796-022-10255-8
TQuesto lavoro è fornito con la licenza Creative Commons Attribuzione 4.0 Internazionale.
Copyright (c) 2024 Marcantonio Ruisi, Federico Cosenz, Rodolfo Damiano