Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation

By Luis L. Martins, Violina P. Rindova, Bruce E. Greenbaum. 2015

516 citations recorded by the source corpus.

Subfields: Artificial Intelligence, Experimental and Cognitive Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/5673b556a5179d3718bfd9b581877e447ec4e3ce

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In Artificial Intelligence

In Experimental and Cognitive Psychology

In Strategy and Management

Citations in the corpus

Emerging Technology and Business Model Innovation: The Case of Artificial Intelligence (2019, background): “As known in the literature, business model innovation also ensures sustainable, competitive advantages [44], facilitates adaptive changes in the environment [45], and enables companies to stay competitive in new environmental settings [46].”
Creating and capturing value from freemium business models: A demand-side perspective (2018, background): “In order to better understand the consequences of business model design, it is therefore suggested that we need to extend the notion of bounded rationality in the business model literature to include individuals outside of the firm (Martins, Rindova, and Greenbaum, 2015; Tripsas and Gavetti, 2000).”
Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, result): “Consistent with recent research (Amit and Zott, 2015; Martins, Rindova, and Greenbaum, 2015), we use the term ‘‘design’’ because a business model (especially an effective one) is likely to emerge from a creative process rather than from a search for an existing peak.”
Visual tools for business model innovation: Recommendations from a cognitive perspective (2017, unknown): “Business Models are therefore conceptualized as reflections of cognitive structures (Doz and Kosonen, 2010), managerial schemas (Martins et al., 2015), or a cognitive instrument (Baden-Fuller and Mangematin, 2013).”
From strategic goals to business model innovation paths: an exploratory study (2017, background): “…econometric models, in which BMI is related to performance (Aspara et al., 2010; Hartmann et al., 2013; Velu and Jacob, 2014; Zott and Amit, 2007), cannot ignore the role of the BMI processes, the way BMI is managed and the learning processes involved (Martins et al., 2015; Reymen et al., 2016).”
Business model configurations and performance: A qualitative comparative analysis in Formula One racing, 2005–2013 (2015, background): “…follow the research tradition conceptualizing the business model as a cognitive device to account and articulate a business’ value creation and capture activities (Chesbrough and Rosenbloom, 2002; BadenFuller and Morgan, 2010; Casadesus-Masanell and Ricart, 2010; Teece, 2010; Martins et al., 2015).”
Entrepreneurs and innovation: The contingent role of institutional factors (2018, background): “For this reason, there is an important research stream in the literature that analyses such characteristics and distinguishes between psychological aspects (Baron, 1998; Martins et al., 2015) and those related to human capital (Shane, 2000; Venkataraman, 1997).”
To Shape or Adapt: Knowledge Problems, Epistemologies, and Strategic Postures under Knightian Uncertainty (2020, methodology): “…a combination of discovery, creation, and persuasion activities to design new value networks (Cattani et al., 2018), new strategic interactions (Gavetti et al., 2017), new business models (Gavetti & Menon, 2016; Martins et al., 2015), and new category labels (Grodal, Gotsopoulos, & Suarez, 2015).”
Temporary business model innovation – SMEs’ innovation response to the Covid‐19 crisis (2021, background): “These elements are configured as mutually enforcing systems that together define the gestalt of the organization (Martins et al., 2015; Kulins et al., 2016).”