Subsequently, we assigned the retrieved business models to their respective industry by applying a developed classification scheme before performing a deductive coding procedure. To answer this, we systematically searched for press releases and company reports about business models, published between 19. To enhance ongoing discussions with insight s from practical communication about disruptive developments, our aim in this paper is to answer the research question: How do practitioners communicate business model characteristics across disruptive industries? In other words, little is known about how disruptive business models potentially differ across diverse industries in practice, or how practitioners within these industries highlight the particular characteristics of underlying disruptive dynamics. 2) operationalized by articulating narratives (Ibid), for the purposes of this paper, we excerpted several disruptive business model characteristics from the communication of practitioners and managers of corresponding companies. Further, since business models can be conceived “as a performative representation” (Perkmann & Spicer, 2010, p.
349) call “to identify similarities and differences between the cases of different sectors”. Consequently, we follow Schiavi and Behr’s (2018, p. Whereas existent debates increasingly discuss case-specificities of disruptive business models in particular industries, what we miss is a consolidation of these findings to advance discussions of disruption and account for the circumstance-contingency inherent in the phenomen aon (Christensen, 2006 Hopp et al., 2018). With a continuous increase in researcher and practitioner interest in the phenomenon of disruptive innovation (Christensen et al., 2018), the traditional technological view of disruptive innovation was challenged, ultimately highlighting the relevance of dynamic and flexible business model innovation (Christensen & Raynor, 2003 Cozzolino et al., 2018 Si & Chen, 2020). The “business model” concept has indeed been utilized to comprehensively understand how companies do business and perform processes of value creation, capture, and delivery (Schneider & Spieth, 2013 Foss & Saebi, 2017). Simultaneously, scholars from the business model domain have discussed similarities and differences between business models (Baden-Fuller & Morgan, 2010 Teece, 2010). Anchored in conceptual statements from Christensen (2006) and Markides (2006), the essential inducer of disruptive processes is argued to lie in business model innovation. Recent discussions especially have acknowledged the crucial role of business models for spurring disruptive dynamics (Christensen et al., 2018 Cozzolino et al., 2018). The phenomenon of “disruptive innovation” is frequently discussed amongst scholars and business practitioners alike. Our study contributes insights about relevant business model components, drawing on practitioner experiences in the face of disruptive dynamics. Subsequently, we performed a deductive coding procedure, building on accepted business model component classifications. The business models from the retrieved articles were assigned to their corresponding industry using the Global Industry Categorization Standard (GICS) to allow for diverse categorization. Consequently, we generated a systematic database of communicated business models from 1,095 relevant press releases and company reports published between 19. This shortcoming in current debates hampers a better understanding of the context-dependent phenomenon of "disruption", ultimately limiting the development of adequate business strategies for incumbents and entrepreneurs alike. Too little is still known about how practitioners highlight different characteristics of business models across industries confronted with disruptive dynamics. Ongoing debates surround the role of business models in understanding the dynamics related to disruptive innovation.
"A powerful idea communicates some of its strength to him who challenges it.”įrench novelist, critic, and essayist Abstract
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Alina Marie Herting, Alexander Lennart Schmidt Download this article as a PDF
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