Profiting from business model innovation: Evidence from Pay-As-You-Drive auto insurance

By Panos Desyllas, Mari Sako. 2013

338 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/f0a091e421282c93450f3d46e1015f68858a5fa7

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In Accounting

In Management of Technology and Innovation

Citations in the corpus

From rapid prototyping to home fabrication: How 3D printing is changing business model innovation (2016, background): “Indeed, Desyllas and Sako (2013) found that, because business models can “ hardly be tested in laboratory ” , conceptualising and implementing a new business model may not be suf ﬁ cient to obtain a competitive advantage and above average returns.”
Quo Vadis, Dynamic Capabilities? A Content-Analytic Review of the Current State of Knowledge and Recommendations for Future Research (2018, background): “Consequences Outcomes of dynamic capabilities Firm-level performance Financial or competitive firm accomplishments (such as accounting profitability or competitive advantage) Desyllas and Sako (2013), Shamsie, Martin, and Miller (2009), Teece and Leih (2016) 113 (37.”
Profiting from innovation in the digital economy: Enabling technologies, standards, and licensing models in the wireless world (2018, methodology): “The framework is also frequently used in applied research (e.g., Desyllas and Sako, 2013) and continues to be taught in business schools (e.g., Tietz and Parker, 2010).”
Only the Brave: Product Innovation, Service Business Model Innovation, and Their Impact on Performance (2016, background): “…in the market place (Desyllas and Sako 2013; Gambardella and McGahan 2010), and they have increasingly argued that firms must consider how business model innovation and product innovation relate to one another (Chesbrough 2010; Desyllas and Sako 2013; Gambardella and McGahan 2010; Teece 2010).”
Innovation collaboration and appropriability by knowledge-intensive business services firms (2016, background): “The finding that achieving a favourable position in terms of specialised complementary assets, lead-time advantages and service design complexity may facilitate collaboration with clients to co-produce new service offerings is well documented in the literature (Desyllas and Sako, 2013; Teece, 1986).”