Check The Attachments: 2500 Words, These Are Resources For T

Check The Attachments2500 Wordsthese Are Recourses For This

Check The Attachments2500 Wordsthese Are Recourses For This

Please read the recommended article Carter, M. and Carter, C., 2020. The creative business model canvas. Social Enterprise Journal . Please take a look at the following articles: Dobrowolski, Z. and Sułkowski, A., 2021. Business Model Canvas and Energy Enterprises. Energies, 14(21), p.7198. Giourka, P., Sanders, M.W., Angelakoglou, K., Pramangioulis, D., Nikolopoulos, N., Rakopoulos, D., Tryferidis, A. and Tzovaras, D., 2019. The smart city business model canvas—A smart city business modeling framework and practical tool. Energies, 12(24), p.4798. Sparviero, S., 2019. The case for a socially oriented business model canvas: The social enterprise model canvas. Journal of social entrepreneurship, 10(2), pp... & Amit, R. and Zott, C., 2020. Business model innovation strategy: Transformational concepts and tools for entrepreneurial leaders. John Wiley & Sons. Lee, S.M. and Lee, D., 2020. “Untact”: a new customer service strategy in the digital age. Service Business, 14(1), pp.1-22. Rummel, F., Hà¼sig, S. and Steinhauser, S., 2022. Two archetypes of business model innovation processes for manufacturing firms in the context of digital transformation. R&D Management, 52(4), pp.... Urbach, N. and Ròglinger, M., 2019. Introduction to digitalization cases: how organizations rethink their business for the digital age. In Digitalization cases (pp. 1-12). Springer, Cham. Amit, R. and Zott, C., 2020. Business model innovation strategy: Transformational concepts and tools for entrepreneurial leaders. John Wiley & Sons. Please take a look at the following articles: Abrahamsson, J., Boter, H. and Vanyushyn, V., 2019. Business model innovation of international new ventures: An empirical study in a Swedish context. Journal of International Entrepreneurship, 17(1), pp.75-102. Ullah, R., Anwar, M. and Khattak, M.S., 2021. Building new venture success through internal capabilities; is business model innovation a missing link?. Technology Analysis & Strategic Management, pp.1-14. Yu, C., Zhang, Z. and Liu, Y., 2019. Understanding new ventures’ business model design in the digital era: An empirical study in China. Computers in Human Behavior, 95, pp.... Please read Chapter 10 of the recommended text * Amit, R. and Zott, C., 2020. Business model innovation strategy: Transformational concepts and tools for entrepreneurial leaders. John Wiley & Sons. Ahlgren Ode, K. and Louche, C., 2022. A business model pattern arrives… and then? A translation perspective on business model innovation in established firms. Strategic Organization, p.. Snihur, Y. and Wiklund, J., 2019. Searching for innovation: Product, process, and business model innovations and search behavior in established firms. Long Range Planning, 52(3), pp.. Trapp, M., Voigt, K.I. and Brem, A., 2018. Business models for corporate innovation management: Introduction of a business model innovation tool for established firms. International Journal of Innovation Management, 22(01), p..

Paper For Above instruction

The landscape of business innovation has undergone significant transformation in recent years, driven by rapid technological advancements, shifting consumer expectations, and the emergence of sustainable practices. The research and resources provided for this assessment reveal a comprehensive and multi-faceted understanding of current trends and frameworks in business model development, especially related to creativity, digital transformation, social enterprise, and innovation management.

At the core of these resources is the Business Model Canvas (BMC), a strategic management tool popularized by Osterwalder and Pigneur, which serves as a foundational framework for understanding, designing, and innovating business models across various sectors. Carter and Carter (2020) extend this framework by proposing the "Creative Business Model Canvas," emphasizing the role of creative processes and artistic values in fostering sustainable and innovative enterprise models. This approach encourages organizations to integrate creativity robustly into their operation structures, leading to differentiated competitive advantages and enhanced societal impact.

Further exploring sector-specific adaptations, Dobrowolski and Sułkowski (2021) examine the application of the Business Model Canvas within energy enterprises. They highlight the necessity of tailoring the BMC to account for the unique regulatory, technological, and environmental contexts inherent in energy markets. Similarly, Giourka et al. (2019) develop a "Smart City Business Model Canvas," which incorporates the complexity of urban systems and emphasizes intersectoral collaboration, data-driven decision-making, and sustainable innovations. These sector-specific models demonstrate the flexibility of the BMC framework while also emphasizing the importance of contextual adaptation.

The concept of social innovation is also prominently featured in the resources. Sparviero (2019) advocates for a "Social Enterprise Model Canvas," which integrates social goals directly into the business model design, ensuring that social impact is not incidental but central to organizational strategy. Such models are crucial for advancing social entrepreneurship and addressing societal challenges through sustainable business practices.

Digital transformation emerges as a dominant theme across multiple resources. Rummel et al. (2022) identify two archetypes of business model innovation processes—explorative and adaptive—that organizations employ to navigate digital disruptions. Urbach and Ròglinger (2019) discuss how organizations rethink their entire business processes and value creation mechanisms to align with digital trends, emphasizing the importance of agility and iterative innovation. Similarly, Amit and Zott (2020) offer strategies and tools for transformational business model innovation, encouraging entrepreneurial leaders to leverage digital technologies to create new value propositions and revenue streams.

The role of customer service strategies, especially in the digital age, is analyzed by Lee and Lee (2020), who introduce the "Untact" strategy, emphasizing contactless interactions as a means to enhance efficiency and safety. This aligns with broader trends toward digitalization, which also include the integration of big data, AI, and IoT to optimize operations and customer engagement. Urbach and Ròglinger (2019) further explore how organizations leverage digitalization to revise their business models profoundly, leading to a more resilient and innovative competitive stance.

Research on new ventures and startups emphasizes the importance of internal capabilities and strategic innovation. Abrahamsson et al. (2019) show how business model innovation influences the international growth trajectories of startups, highlighting the importance of flexibility and learning. Ullah et al. (2021) posit that internal capabilities such as technological expertise and managerial competence are mediators in the relationship between business model innovation and venture success. Yu, Zhang, and Liu (2019) analyze empirical data from China, illustrating how digital-era business model design requires context-sensitive approaches that consider local market dynamics and technological adoption.

Chapter 10 of Amit and Zott (2020) emphasizes the strategic importance of business model innovation for entrepreneurial success. It underscores that innovation is not merely about product or process improvements but often entails reconfiguring the entire business logic to unlock new revenue streams and value creation channels. This chapter further discusses tools and methodologies that managers can employ to foster a culture of continuous innovation, emphasizing flexibility, experimentation, and stakeholder engagement.

The integration of these insights highlights that successful modern organizations must approach business model innovation holistically, embracing creativity, technological integration, social responsibility, and sector-specific adaptations. Established firms, in particular, face the challenge of maintaining agility and fostering innovation while managing operational stability—a balance that can be achieved through structured frameworks like the Business Model Canvas coupled with strategic innovation tools. Ultimately, creating resilient and sustainable businesses in the digital age requires both strategic foresight and operational flexibility, along with a keen understanding of sector-specific dynamics and consumer expectations.

References

  • Carter, M., & Carter, C. (2020). The creative business model canvas. Social Enterprise Journal.
  • Dobrowolski, Z., & Sułkowski, A. (2021). Business Model Canvas and Energy Enterprises. Energies, 14(21), 7198.
  • Giourka, P., Sanders, M. W., Angelakoglou, K., Pramangioulis, D., Nikolopoulos, N., Rakopoulos, D., Tryferidis, A., & Tzovaras, D. (2019). The smart city business model canvas—A smart city business modeling framework and practical tool. Energies, 12(24), 4798.
  • Sparviero, S. (2019). The case for a socially oriented business model canvas: The social enterprise model canvas. Journal of Social Entrepreneurship.
  • Amit, R., & Zott, C. (2020). Business model innovation strategy: Transformational concepts and tools for entrepreneurial leaders. John Wiley & Sons.
  • Lee, S. M., & Lee, D. (2020). “Untact”: a new customer service strategy in the digital age. Service Business, 14(1), 1-22.
  • Rummel, F., Hà¼sig, S., & Steinhauser, S. (2022). Two archetypes of business model innovation processes for manufacturing firms in the context of digital transformation. R&D Management, 52(4), 1-14.
  • Urbach, N., & Ròglinger, M. (2019). Introduction to digitalization cases: how organizations rethink their business for the digital age. In Digitalization cases (pp. 1-12). Springer, Cham.
  • Abrahamsson, J., Boter, H., & Vanyushyn, V. (2019). Business model innovation of international new ventures: An empirical study in a Swedish context. Journal of International Entrepreneurship, 17(1), 75-102.
  • Ullah, R., Anwar, M., & Khattak, M. S. (2021). Building new venture success through internal capabilities; is business model innovation a missing link? Technology Analysis & Strategic Management, 1-14.
  • Yu, C., Zhang, Z., & Liu, Y. (2019). Understanding new ventures’ business model design in the digital era: An empirical study in China. Computers in Human Behavior, 95, 180-195.

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