Knowledge- and innovation-based business models for future growth: digitalized business models and portfolio considerati
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Knowledge‑ and innovation‑based business models for future growth: digitalized business models and portfolio considerations Ricarda B. Bouncken1 · Sascha Kraus2 · Norat Roig‑Tierno3 Received: 23 October 2019 / Accepted: 28 October 2019 © Springer-Verlag GmbH Germany, part of Springer Nature 2019
Abstract Today’s key challenge for firm growth relies in the integration of digital technol‑ ogies and their use in new business models. Thus, firms increasingly engage in a digital transformation and in digitalizing their business model. Firms can apply digi‑ tal technologies for improved or novel internal and external processes and integrate them in new business models. The digital transformation itself demands diverse knowledge from diverse origins in the firm. We examine the key concepts related to business model digitalization. We develop a conceptual matrix for portfolio con‑ siderations of firm business model digitalization. We introduce the seven contribu‑ tions in this special issue on knowledge and innovation related to business and offer some recommendations for future research on the new working conditions and digi‑ tal identities of firms. Keywords Digitalization · Digital transformation · Digital business models · Digital innovation · Digital platform · Digital orientation · Digital work Mathematics Subject Classification 91C99
1 Introduction Current products, services, procedures, operations, and technology rely increasingly on digital technologies and their configuration (Yoo et al. 2012; Richter et al. 2015a; Zammuto et al. 2007). Recent digital technology advancements are requiring firms to develop, and implement a wide range of digital activities in both their national * Ricarda B. Bouncken bouncken@uni‑bayreuth.de 1
University of Bayreuth, Bayreuth, Germany
2
Durham University, Durham, UK
3
ESIC Business & Marketing School, Barcelona, Spain
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and global business models (Kraus et al. 2019b; Tallman et al. 2018). Digital trans‑ formation, or short digitalization, describes the increasing implementation of digital technologies and the transformation of conventional processes into digital ones in organizations (Kohli and Melville 2019; Lanzolla et al. 2018). Digital technologies can take various forms including platforms (Clauss et al. 2018a), big data and artificial intelligence (O’Leary 2013), 3D printing (Bouncken et al. 2019b), block-chain (Morkunas et al. 2019), and practices tightly related to technology use, for example crowdfunding (Bouncken et al. 2014; Medina-Molina et al. 2019). The digitalization and its business models strongly build firm’s growth (Laamanen et al. 2018; Teece and Linden 2017). Today, especially the highly grow‑ ing firms show a high attention to digitalization, taking opportunities in technology, processes, and markets (Probst et al. 2018). On the opposite, firms which are slow and diffident in digitalization will endanger in their growth, even their existence in the long term (Kraus et al. 2019a). Digital technolog
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