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Business Model Innovation in the Pharmaceutical Industry: The Supporting Role of Organizational Design Klement Rasmussen and Nicolai Foss

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0012 Item type: chapter

This chapter investigates business model innovation in the pharmaceutical industry. The chapter shows how much of the ongoing experimentation with business models in the industry is driven by changes related to increasing demands from payers, the increasing role of patients, changing legal requirements, and declining technological opportunity. Based on interviews with LEO Pharma, UCB Pharma, and Novo Nordisk, the chapter distinguishes between three ideal types, namely a traditionalist model (exemplified by Novo Nordisk), the fullblown service-oriented model (UCB Pharma) and the in-between model (LEO Pharma). The chapter illustrates the changes to the organizational design and management processes that accompany the ongoing process of changing business models in these firms.

Innovative Business Models for High-tech Entrepreneurial Ventures: The Organizational Design Challenges Massimo G. Colombo, Ali Mohammadi, and Christina Rossi Lamastra in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0009 Item type: chapter

This chapter examines how high-tech entrepreneurial ventures should organize internally to successfully implement innovative business models. A common characteristic of innovative business models by high-tech entrepreneurial ventures is their dependence on interactions with external third parties, which provides external knowledge to Page 1 of 6 PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2017. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see http://www.oxfordscholarship.com/page/privacy-policy).date: 28 January 2017

be integrated with internal ones to deliver value to the customers. Accordingly, innovative business models by high-tech entrepreneurial ventures demand an internal organization that smoothly favors these interactions. Specifically, the authors analyze how firms’ structure, decision rights, and human resource management practices should be adapted to the need of absorbing knowledge from the external environments. Heeding a recent call in management literature, their analysis considers organizational design variables both at the individual and firm level.

A Business Model Innovation by an Incumbent Late Mover: Containerization in Maersk Line Torben Pedersen and Henrik Sornn-Friese

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0011 Item type: chapter

This chapter studies the example of a business model innovation conducted by Maersk Line. The case unfolds Maersk Line’s development from being a minor player in global liner shipping in 1953, through the decision to invest heavily in container-based transport systems which changed the whole industry. Since then Maersk Line has been the main player and innovator in global shipping, and has obtained its current position as the world’s largest container operator with a fleet of about 650 container ships providing global “point to point” services. The Maersk Line case provides numerous insights into business model innovations in terms of the decision process, timing, and the actors involved. The business model innovation, containerization did not happen quickly, as the development of the system’s elements took decades. Although new entrants conducted much of the initial containerization experiments, it was the incumbent Maersk Line that took the concept to a higher level and reaped the benefits of this development.

R&D and firm performance

Albert N. Link and Donald S. Siegel in Innovation, Entrepreneurship, and Technological Change Published in print: 2007 Published Online: Publisher: Oxford University Press October 2011 DOI: 10.1093/ ISBN: 9780199268825 eISBN: 9780191699290 acprof:oso/9780199268825.003.0004 Item type: chapter

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As discussed in Chapter 3, investments in R&D are positively related to total factor productivity (TFP) or productivity growth. Stated differently, empirical studies have consistently found a positive statistical relationship between numerous proxies for innovation (e.g., R&D employment, R&D expenditures, and patents) and indicators of performance (e.g., accounting profits, stock prices, and productivity). This statistical finding appears to hold both over various levels of aggregation (plant, firm, industry, and country levels) and over alternative econometric specifications (production, cost, and profit function). This chapter expands upon this statistical finding in two ways. First, it discusses the nature of R&D activity. It then reviews in detail the extant literature on R&D and firm performance. These extensions are critical because many of the studies in the literature demonstrate that the impact of R&D on firm performance depends on the type of R&D that is conducted or the source of R&D funding. That is, it is critical to analyze the various components of R&D, in order to accurately assess firm-level returns to R&D, as well as the impact of innovative activity on society.

Service-driven Business Model Innovation: Organizing the Shift from a Product-based to a Service-centric Business Model Daniel Kindström and Christian Kowalkowski

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0010 Item type: chapter

This chapter examines business model innovation driven by increased service focus. The chapter discusses the external drivers and organizational implications of shifting toward service-based business models. Driven both by competition and by new customer demands, many firms find themselves moving from their traditional business models based on, primarily, product sales toward business models based on services. As business success in this setting depends as much on such organizational rearrangements (including business model redesign) as it does on new service development, examining the organizational implications of this shift becomes crucial. Hence, the chapter discusses how firms can approach and understand this change to their business models, and also how their organization can become more serviceoriented in order to take advantage of the emergent opportunities inherent in this shift.

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Business Model Innovation and Organizational Design: A Dynamic Capabilities Perspective Sunyoung Leih, Greg Linden, and David J. Teece

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0002 Item type: chapter

Dynamic capabilities are deeply enmeshed with business model innovation and implementation. They reside partly in the collective learning and culture of the organization as well as in the entrepreneurial skill of the top management team. Entrepreneurial managers bear the primary responsibility for recognizing the need for business model change, for adjusting or inventing business models, for orchestrating the necessary assets, and, more generally, for (re)structuring the organization when,needed. The top management team is also responsible for strategy formulation, which is separate from, but related to, dynamic capabilities. The organization’s structure, incentives, and culture can, in turn, be more or less well suited to the recognition of new opportunities and the implementation of new structures that are integral to the dynamic capabilities of the firm. The design of new business models requires attention to balancing customer needs and technological possibilities consistent with an overarching logic of organization.

Business Models and Business Model Innovation: Bringing Organization into the Discussion Nicolai J. Foss and Tina Saebi

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0001 Item type: chapter

The notions that companies have “business models” that may need to be “innovated” for sustained superior performance have become highly influential in the business world as well as in management research in the strategy and entrepreneurship fields in particular. And yet, issues of organizational design, informal organization, leadership, etc. have not been systematically linked to these discourses, although the business model construct is shot through with such fundamentally “organizational” concerns. This introductory chapter discusses why it is important to link business models and business model innovation to the “organizational dimension,” and discusses the role of organization as an Page 4 of 6 PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2017. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see http://www.oxfordscholarship.com/page/privacy-policy).date: 28 January 2017

antecedent and moderator of business model innovation, before ending by surveying the various ways in which the chapters in this volume meet the imperative of adding organizational content to our understanding of business model innovation.

Innovation Systems and Policy for Development in a Changing World Carlota Perez

in Innovation Studies: Evolution and Future Challenges Published in print: 2013 Published Online: Publisher: Oxford University Press January 2014 DOI: 10.1093/ ISBN: 9780199686346 eISBN: 9780191766251 acprof:oso/9780199686346.003.0004 Item type: chapter

Historical experience has led to the conventional assumption that innovation emanates from the advanced countries. However, the last three decades have witnessed significant changes, with more and more innovations originating in the developing countries. This chapter argues that those changes are all inter-related and result from a paradigm shift from mass production to the information technology revolution, which can only be properly understood from an interdisciplinary and historically oriented perspective. The paradigm shift has radically changed the context for innovation by and for the poor (and the weak): it has enabled flexible production and access to global networks; it has opened up new technological opportunities for natural resource producers and for addressing the environmental challenges; it has segmented markets, making it possible for small scale niche production to be competitive while enabling a range of widely differing technologies to coexist; and it has provided a set of information processing and communication tools for aiding design, production, marketing and trade, both locally and globally.

Innovation Studies: A Personal Interpretation of ‘The State of the Art’ Bengt-Åke Lundvall

in Innovation Studies: Evolution and Future Challenges Published in print: 2013 Published Online: Publisher: Oxford University Press January 2014 DOI: 10.1093/ ISBN: 9780199686346 eISBN: 9780191766251 acprof:oso/9780199686346.003.0002 Item type: chapter

This chapter considers the current status of innovation studies and reflects on where it might go in the future. It starts from an overview of the most important results produced by Lundvall’s own research, Page 5 of 6 PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2017. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see http://www.oxfordscholarship.com/page/privacy-policy).date: 28 January 2017

highlighting the importance of the theory of “interactive learning”. The chapter then analyses some of the most important contributions to the literature on innovation, as identified in earlier bibliometric research. It is argued that a socio-economic perspective focusing on interactive learning, including the actors that take part and the institutions supporting it, has become progressively more important. The chapter ends by outlining a series of major research challenges, many of which are analyzed in more detail in subsequent chapters.

Innovation, Work Organization, and Systems of Social Protection Edward Lorenz

in Innovation Studies: Evolution and Future Challenges Published in print: 2013 Published Online: Publisher: Oxford University Press January 2014 DOI: 10.1093/ ISBN: 9780199686346 eISBN: 9780191766251 acprof:oso/9780199686346.003.0003 Item type: chapter

This chapter begins by examining how work organization has been analyzed in the field of innovation studies, including the factors that account for the growing interest in the 2000s in measuring and analyzing processes of organizational innovation. It is argued that a key challenge still facing innovation researchers is developing an adequate understanding of the interdependencies between work organization and processes of technical change and innovation. The chapter then turns to the analysis of national innovation systems, arguing that there is a need to develop more robust typologies of innovation systems that integrate the role of labour markets and welfare state institutions at both the national and regional level. The chapter also discusses the obstacles to putting work organization and organizational innovation more firmly on the policy agenda.

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