Barriers and Drivers of Sustainable Business Model Innovation:Present and Future Research Perspectiv

Sustainable business model innovation(SBMI)introduced a unique frontier in current business operations and innovation management.Despite the numerous advantages of SBMI to contemporary business strategy,most established firms face challenges in its successful implementation.Through a systematic review process(SRP),the paper attempted to critically evaluate and analyze the previous outcome on the barriers and drivers to SBMI.The research explored 42 prior studies to identify the thematic study areas,highlight the research gaps,and outline future propositions and agendas.The research thoroughly evaluates the state-of-the-art regarding barriers and drivers to implement SBMI.The SRP approach utilized in the study sheds light on the intricacies of SBMI by highlighting six critical barriers:institutional,organizational,strategic,resource allocation,technological,and financial barriers that hinder the successful deployment of SBMI.In addition,the study’s findings indicated that organizational learning,knowledge management,dynamic capabilities resource mobilization,innovative business activities,and human resource development could be a catalyst to the successful implementation of SBMI.Furthermore,the study highlighted some critical gaps and agendas for future research on SBMI.This study contributes to the literature on business model innovation and offers a practical outlook that can facilitate firms and policymakers in developing strategies to improve their business model.

Ya'an grit utensils welfare brand business model innovation and sustainable design practice

Taking "MG V Tao" post-disaster reconstruction social Innovation as an example, this paper explores the "MG V Tao" black grit brand industry situation, its existing problems, development trend and then proposes solutions through design thinking, with identifying local problems as the primary task and cultural heritage as the core, carry out innovative design and brand design strategy of commercial operations based on Online to Offline local distinctive resources. And combined with project practice, it discusses the business model innovation of non-profit brands based on emotional design. Then business model is built based on target users and market research, and product iteration is achieved through the cooperation between design workshops of several schools and local enterprises, thereby establishing a new business model to promote the sustainable local economic development.

Research on the Impact of Entrepreneurial Learning on the Business Model Innovation of Startups

Entrepreneurial learning involves all kinds of learning activities carried out by enterprises in the process of development.It helps entrepreneurs,as the backbone of enterprises,master key entrepreneurial knowledge and solve practical problems encountered in entrepreneurship.It runs through the whole process of entrepreneurial activities.According to research,through entrepreneurial learning,start-ups can improve entrepreneurial opportunities,entrepreneurial dynamics,and other development potentials;additionally,it helps enterprises better grasp and make full use of opportunities,so as to promote business model innovation and enterprise development.In view of this,this paper focuses on the impact of entrepreneurial learning on the business model innovation of startups,expounds the connotation of entrepreneurial learning,analyzes the impact of entrepreneurial learning on the business model innovation of startups,and proposes strategies on how to promote the business model innovation of startups through entrepreneurial learning based on practice,so as to achieve a breakthrough in the bottleneck of development and provide reference for the innovation and development of more startups.

Business Model Innovation in China's Semiconductor Industry:A Pathway to Technological Breakthrough

In the face of intense global competition,the Chinese semiconductor industry grapples with unprecedented challenges.Addressing theissueeof“bottleneck technology”has become a paramount concern among experts from various domains in China.However,the trajectory of the global semiconductor sector is inexorably linked to the innovation of its business models and adherence to the tenets of technological evolution.It can be posited that,without business model innovation,Moore's Law would cease to exist.In the semiconductor arena,where the first-mover advantage wields immense influence,exclusive focus on“technological breakthroughs”froma technical standpoint would invariably constrict itself within existing technological paradigms,leaving it susceptible to external control.This paper undertakes an in-depth examination of pivotal case studies,particularly that of TSMC and Samsung,two enterprises which transcended1their latecomer status and shattered the“glass ceiling”by embracing“business model innovations.”Through a comprehensive analysis,it introduces and delineates two distinctive avenues of business model innovation:paper“reconstruction of the division of labor system”aand“mismatched demand.”Subsequently,tthe researchini vestigates two more cases,SiEn Integrated Circuits Co.,Ltd.and Changguangg Group,exploring specific business modelinnovation paths,“innovation consortium”and“differentiated demand,”pertinentto latecomer semiconductor companies operating in China.Drawing from these insightsand considering thecurrent international competitive landscape and the ramifications of the COVID-19 pandemic,this paper culminates in the synthesis of eight breakthrough trajectories for latecomer semiconductor firms.These pathways are examined through the lenses of technology paradigms(traditional and emerging),market contextss(globalized and deglobalized),and various types of business model innovation(original and secondary).Furthermore,this research offersa comprehensive analysis and discussion concerning the resources,capabilities,andstrategies,with the ultimate objective of shedding light on the potential“breakthrough”avenuefor China's semiconductor industry.

A Study on the Impact of Enterprise Digital Transformation on Business Model Innovation

Taking knowledge management and entrepreneurial orientation as variables,this study explores the impact mechanism and contextual effects of enterprise digital transformation on business model innovation,based on organization reform theory and the knowledge-based view.The findings show that digital transformation has a significant and positive impact on business model innovation,that knowledge management plays an intermediary role in the impact of digital transformation on business model innovation,and that compared tolow-level entrepreneurial orientation,high-level entrepreneurial orientation strengthens the relationship between digital transformation and knowledge management,and weakens therelationship between knowledge management and business model innovation.

Big Data Capability,Knowledge Dynamic Capability,and Business Model Innovation:The Moderating Effect of Innovation Legitimacy

Based on dynamic capability theory and legitimacy theory,a theoretical model is constructed to examine how big data capability,through the mediation of knowledge dynamic capability,drive business model innovation under the moderation effect of innovation legitimacy.The eanalys is isconducted using regression analysis and fuzzy set qualitative comparative analysis(fsQCA)on survey data from 302 enterprises that have already implemented big data application practices.The study finds the following four conclusions.(1)Big data capability has a significant positive impact on business model innovation.(2)Dynamic knowledge capability partially mediates the relationship between big data capability and business model innovation.(3)Innovation legitimacy positively influences business model innovation and positively moderates the relationship between big data capability and businessmodel innovation.(4)Through further qualitative comparative analysis,two causal paths that influence business model innovation are identified.

Corporate Social Capital and Business Model Innovation： The Mediating Role of Organizational Learning

Existing studies demonstrate that corporate social capital can not only enable a firm to gain access to heterogeneous information and resources, but may also facilitate the establishment of behavioral norms, communication models and mutual-trust platforms with stakeholders in its social network. As a result, corporate social capital drives organizational changes and has the potential to boost business model innovation. This paper recognizes organizational learning as a mediating mechanism that transforms corporate social capital into business model innovation. Using survey data collected from 164 Chinese firms, we tested the relationship between corporate social capital and business model innovation, as well as the mediating effect of organizational learning. Our findings clearly show how corporate social capital flows through organizational leaming efforts to business model innovation.

Co-evolution:A New Perspective for Business Model Innovation

This paper combines the perspective of co-evolution with studies in the area of business model, reveals the phenomenon of business model co-evolution and explores the business model coevolution mechanism between firms through a case study. Findings and what other companies can learn from this study are as follows. Firstly, companies, be it leaders or not, can act as enablers for other party’s business model innovation. Secondly, companies can enable each other’s business model innovation by taking the perspective of business model co-evolution; Thirdly, the interdependence of the business model co-evolution process can be explained by the four levers named novelty, lock-in,complementarity and efficiency. Companies can select novelty, lock-in, complementarity, efficiency or the combination of the four as mediators to achieve business model co-evolution.

The Multiple Effects and Mechanism Study of Digitalization on the Performance of Manufacturing Enterprises

This paper establishes indicators to measure the degree of digitalization of enterprises with the text mining method,based on the 2011‒2018 annual report of China’s listed non-high-tech manufacturing companies,and in the resource-based view to investigate how digital resources affect the performance of enterprises during the digitalization process.The empirical results show that digitalization affects enterprise performance through management and sales activities.The impact of management and sales offset each other so that the total impact of digitalization degree on performance is not significant.The study also finds that the scale can strengthen the impact between digitalization and performance,yet the digitalization subsidies will lessen the impact.Generally,China’s non-high-tech manufacturing enterprises are still in the primary stage of digitalization,and the performance of digitalization in business model innovation is canceled out by management imbalance.