Business Creative Model in the Concept of Network Economy
DOI:
https://doi.org/10.33119/SIP.2018.162.12Keywords:
business models, network economy, strategic managementAbstract
The modern dimension of business pursuit opens a news space to determine high effectiveness of an organisation. Organisational creativity in favour of forming business creative models is built within this framework. Business creative models are based on permanent testing and experimenting, and their configuration opens new directions of corporate growth and development. The network environment is a natural environment of conceptualization and operationalisation of business creative models. It is where the way is sketched to create new income generation formulas and where a unique value proposal is outlined. The relationship presented in this way encourages creation and applicability of business creative models. The article is aimed at the presentation of key assumptions of construction and operationalisation of business creative models set in the concept of network economy. The scope of the article includes the mechanisms of configuration of business creative models along with the definition of key interfaces between the business model and network space to achieve high corporate effectiveness in a considerably shorter time perspective. The article also poses a thesis that the source of achievement of high effectiveness by companies is an appropriate design and dynamic implementation of business creative models of companies rooted in the network. The article is theoretical in character and results from the author’s own observations as well as longitudinal research of business models conducted in Poland in the years 2007–2017.
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References
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3. Barnett-Page E., Thomas J., Methods for the Synthesis of Qualitative Research: A Critical Review, „BMC Medical Research Methodology” 2009, vol. 9 (1).
4. Bratnicka K., Twórcza przedsiębiorczość organizacyjna, „Studia Ekonomiczne. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Katowicach” 2015, nr 212.
5. Bratnicka-Myśliwiec K., Twórczość w przedsiębiorstwie, Perspektywa obustronności organizacyjnej, Wydawnictwo Uniwersytetu Ekonomicznego w Katowicach, Katowice 2017.
6. Chandy R. K., Tellis G. J., Organizing for Radical Product Innovation: The Overlooked Role of Willingness to Cannibalize, „Journal of Marketing Research” 1998, vol. 35 (4).
7. Chesbrough H., Business Model Innovation: Opportunities and Barriers, „Long Range Planning” 2010, no. 43, s. 354–363.
8. Czakon W., Metodyka systematycznego przeglądu literatury, „Przegląd Organizacji” 2011, nr 3, s. 57–61.
9. Czakon W., Obrazy sieci w zarządzaniu strategicznym, w: Strategie przedsiębiorstw w sieci, red. J. Szostak, „Zeszyty Naukowe Wydziału Zamiejscowego w Chorzowie, Wyższej Szkoły Bankowej w Poznaniu” 2017, no. 19, Wydawnictwo Wyższej Szkoły Bankowej w Poznaniu, Chorzów.
10. Damanpour F., Aravind D., Managerial Innovation: Conceptions, Processes, and Antecedents, „Management and Organization Review” 2011, vol. 8 (2), s. 423–454.
11. Day D. L., Raising Radicals: Different Processes for Championing Innovative Corporate Ventures, „Organization-Science” 1994, no. 5, s. 148–172.
12. Dixon-WoodsDebbie Cavers M., Agarwal S., Annandale E., Arthur A., Harvey J., Hsu R., Katbamna S., Olsen R., Smith L., Riley R., Sutton A. J., Conducting a Critical Interpretive Synthesis of the Literature on Access to Healthcare by Vulnerable Groups, „MC Medical Research Methodology” 2006, no. 6, s. 35, https://doi.org/10.1186/1471–2288–6–35 (15.01.2018).
13. Dyduch W., Twórcza strategia organizacji, Wydawnictwo Uniwersytetu Ekonomicznego w Katowicach, Katowice 2013.
14. Foss N. J., Saebi T., Business Models and Business Model Innovation: Between Wicked and Paradigmatic Problems, „Long Range Planning” 2017, http://dx.doi.org/10.1016/j.lrp.2017.07.006 (15.01.2018).
15. Green S., Gavin M., Aiman-Smith L., Assessing a Multidimensional Measure of Radical Technological Innovation, „IEEE Transactions on Engineering Management” 1995, vol. 42 (3), s. 203–214, http://dx.doi.org/10.1109/17.403738 (15.01.2018).
16. Gumusluoglu L., Ilsev A., Transformational Leadership, Creativity, and Organizational Innovation, „Journal of Business Research” 2009, no. 62.
17. Hacklin F. i in., Strategies for Business Model Innovation: How Firms Reel in Migrating Value, „Long Range Planning” 2017, http://dx.doi.org/10.1016/j.lrp.2017.06.009 (15.01.2018).
18. Jabłoński A., Longitudinalne badania modeli biznesu przedsiębiorstw, „Zeszyty Naukowe UEK” 2016, nr 6 (954), s. 95–110, DOI: 10.15678/ZNUEK.2016.0954.0606.
19. Jabłoński A., Twórczy model biznesu – założenia metodologiczne, Prace Naukowe Wyższej Szkoły Bankowej w Gdańsku, Gdańsk 2017, s. 27–43.
20. Joyce A., Paquin R. L., The Triple Layered Business Model Canvas: A Tool to Design More Sustainable Business Models, „Journal of Cleaner Production” 2016, no. 135, s. 1474–1486.
21. Kimberly J. R., Issues in the Design of Longitudinal Organizational Research, „Sociological Methods and Research” 1976, vol. 4.
22. Koch T., Windsperger J., Seeing Through the Network: Competitive Advantage in the Digital Economy, „Journal of Organization Design” 2017, https://doi.org/10.1186/s41469-017–0016‑z (15.01.2018).
23. Kollmann T., Christofor J., International Entrepreneurship in the Network Economy: Internationalization Propensity and the Role of Entrepreneurial Orientation, „Journal of International Entrepreneurship” 2014.
24. Lowe S., Business Network Becoming: Figurations of Time, Change and Process, „Industrial Marketing Management” 2017, http://dx.doi.org/10.1016/j.indmarman.2017.10.012 (15.01.2018).
25. McDermott C., O’Connor G., Managing Radical Innovation: An Overview of Emergent Strategy Issues, „The Journal of Product Innovation Management” 2002, no. 19, s. 424–438.
26. Miles R. E., Miles G., Snow C. C., Blomqvist K., Rocha H., The I-form Organization, „California Management Review” 2009, vol. 51 (4), s. 60–76.
27. Möller K., Managing Business and Innovation Networks—From Strategic Nets to Business Fields and Ecosystems, „Industrial Marketing Management” 2017, https://doi.org/10.1016/j.indmarman. 2017.09.018 (15.01.2018).
28. Neumeyer X., Santos S. C., Sustainable Business Models, Venture Typologies, and Entrepreneurial Ecosystems: A Social Network Perspective, „Journal of Cleaner Production” 2017, http://dx.doi.org/10.1016/j.jclepro.2017.08.216 (15.01.2018).
29. O’Connor G. C., McDermott C. M., The Human Side of Radical Innovation, „Journal of Product Innovation Management” 2004, no. 21, s. 11–30, doi:10.1016/j.jengtecman.2003.12.002.
30. Orlowska A., Mazur Z., Raguna M., Systematyczny przegląd literatury: Na czym polega i czym różni się od innych przeglądów, „Ogrody Nauk i Sztuk” 2017, nr 7, s. 355, doi: 10.15503/onis2017.350.363, za: E. Barnett-Page, J. Thomas, Methods for the Synthesis of Qualitative Research: A Critical Review, „BMC Medical Research Methodology” 2009, vol. 9 (1).
31. Ozkan-Canbolat E. i in., An Alternative Forms of Organizing Business Model: A Model of Value Creater Networks, „Procedia – Social and Behavioral Sciences” 2014, no. 150, s. 77–87.
32. Palo T., Tähtinen J., Networked Business Model Development for Emerging Technology-Based Services, „Industrial Marketing Management” 2013, no. 42, s. 773–782, http://dx.doi.org/10.1016/j.indmarman.2013.05.015 (15.01.2018).
33. Patterson Ch., Individual and Organizational Creativity, 2016, http://www.innovation.cc/news/innovation-conference/patterson.pdf (15.01.2018).
34. Pihlajamaa M., Going the Extra Mile: Managing Individual Motivation in Radical Innovation Development, „Journal of Engineering and Technology Management” 2017, no. 43, s. 48–66, http://dx.doi.org/10.1016/j.jengtecman.2017.01.003 (15.01.2018).
35. Powell W. W., Neither Market Nor Hierarchy: Network Forms of Organization, „Research in Organizational Behavior” 1990, vol. 12.
36. Sainio L.‑M., Ritala P., Hurmelinna-Laukkanen P., Constituents of Radical Innovation – Exploring the Role of Strategic Orientations and Market Uncertainty, „Technovation” 2012, no. 32, s. 591–599, http://dx.doi.org/10.1016/j.technovation.2012.06.006 (15.01.2018).
37. Stańczyk-Hugiet E., Badania longitudinalne w zarządzaniu, czyli jak dostrzec prawidłowości w dynamice, „Organizacja i Kierowanie” 2014, nr 2, s. 52.
38. Stegmeier D., Innovations in Office Design: The Critical Influence Approach to Effective Work Environments, John Wiley & Sons, Hoboken, New Jork 2008.
39. Story V., O'Malley L., Hart S., Roles, Role Performance, and Radical Innovation Competences, „Industrial Marketing Management” 2011, no. 40, s. 952–966, doi:10.1016/j.indmarman. 2011.06.025.
40. Teece D. J., Business Models and Dynamic Capabilities, „Long Range Planning” 2017, http://dx.doi.org/10.1016/j.lrp.2017.06.007 (15.01.2018).
41. Törnroos J.‑Å., Halinen A., Medlin C. J., Dimensions of Space in Business Network Research, „Industrial Marketing Management” 2017, no. 61, s. 10–19, http://dx.doi.org/10.1016/j.indmarman. 2016.06.008 (15.01.2018).
42. Woodman R. W., Sawyer J. E., Griffin R. W., Toward a Theory of Organizational Creativity, „The Academy of Management Review” 1993, vol. 18, no. 2, s. 293–321.
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Published
2019-08-07
How to Cite
Jabłoński, A. (2019). Business Creative Model in the Concept of Network Economy. Studies and Work of the Collegium of Management and Finance , (162), 175–192. https://doi.org/10.33119/SIP.2018.162.12
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