Background: In today's digitalized and globalized business environment, entrepreneurs are constantly challenged to carefully plan its start-ups products, services or business model. Any failure in one of those components may result in a less competitive company, which could lead to failure as consequence. Business model is often seen as a central and important part of a start-up. Over time, entrepreneurs look for new ways of improving its current business model or new ways doing business always aiming economic growth. Business Model Innovation is a technique that supports companies, business managers and entrepreneurs to look for business opportunities (or business models) that would somehow be related to the company. Purpose: The main purpose of this master thesis is to expose the challenges that start-ups face in terms of business model and then to understand how the companies studied overcame those challenges by making use of business model innovation (BMI). We also look to understand what kind of impact business model innovation generated in the start-up, in terms of economic growth. Method: Primary data and secondary data were collected through qualitative semi-structured interviews involving multiple case study of five technology start-ups in Sweden. Once all data were collected and stored, we made use of open and axial coding techniques in order to perform data analysis to possibly generate a theory and the answer to the research questions. Conclusion: All start-ups are aware about the importance and positive benefits that business model innovation could bring. When it comes to challenges, there are two main problems, where the first one is related about the difficulty to abstract different business model and then incorporate into the company’s context while the second one is once they manage to overcome the first challenge, they still needs to find a way to make sure it would be profitable. Another finding is that older start-ups tends to be more aware about the positive and negative impacts that business model innovation could bring, and each company has its own method to validate a business model innovation. We analyzed each case, identified some patterns and develop a model that helps start-ups to validate potential business models to be incorporated in the company.

Companies within the manufacturing industry is undergoing changes in their business models to adapt to changing external environments and trends – whereas one general trend is toward servitization, the transition from hardware products to software services. These software services have shown to have an increasingly impactful role for former productbased firms to ensure future reliable profits and revenues. This thesis aims to contribute to the academical field of servitization and business model literature, within the context of a non-disruptive industry with a slow technological development rate. This is done by addressing the following purpose: to understand how hardware manufacturing companies can integrate software services in their existing business model. In order to fulfill this thesis’ purpose, the research questions answered address how a hardware manufacturing company’s business model can be affected by servitization, but also how the process of business model innovation can be facilitated in the organization. This master’s thesis is anchored in a qualitative, interpretive case study – where the empirical data has been gathered from semi-structured interviews and internal case company documents. The findings from this thesis show that servitization can affect company business model in several ways. The first one is the shift towards customercentricity, both in terms of the design of the value proposition and the way of working with the customers. However, the findings show that companies in this context may experience difficulties with designing a value proposition that is desirable to the customer. Problems with demonstrating the benefits of the servitized value proposition might also arise. Furthermore, this thesis also concludes that there can be issues in translating a manufacturing company’s value proposition into concrete revenue streams and moving from traditional cost-based pricing methods to value-based pricing strategies. Also, manufacturing companies in this context might struggle to realize its value proposition if there is not a sufficient amount of dedicated resources, competences and activities dedicated to completing the transition. This thesis also concludes that in order to facilitate the process of business model innovation within the organization, there needs to be a supportive culture to the innovation, but also clear goals and strategies that fits the overall strategies of the company. These strategies also need to be appropriately communicated within the organization. Companies might experience difficulties in rooting the business model in the overall strategy, and failing to do so can affect the internal perception of the innovation in a negative manner. This thesis aims to contribute to the understanding of the concepts of the business model and innovation of the business model in the context of servitization. This study is performed as a context-specific study within a non-disruptive industry with a slow technological development, which differs the study from earlier research within this research field.

An increasing number of manufacturing firms are developing new business models to improve sustainability in the face of growing environmental and social challenges. Product-service systems (PSS) are regarded as promising sustainable business models with significant potential to synergise economic, environmental and social value, together termed ‘sustainable value’. This research investigates ways in which manufacturing firms can identify opportunities for sustainable value creation in PSS business models. The research aims to make theoretical and practical contributions to the fields of sustainable business models, sustainable PSS and sustainable value. The research adopts a qualitative theory building approach, in which theory can be transformed into practice. It involves eight case studies and one focus group formed of manufacturers who provide PSS solutions. A practical-research tool, the Sustainable Value Analysis Tool, is developed to collect data and to provide business support. The key research findings and contributions to theory and practice are: · The research proposes a new PSS classification system based on the ownership of products and changes in ownership. This classification distinguishes the potential for sustainability of each PSS type more clearly than existing PSS classifications. · The research introduces a new concept, value uncaptured, and identifies four forms of this. The introduction of this concept provides a novel perspective of studying value exchange in business models. · The research identifies 26 sources of value uncaptured throughout the product life cycle. These can be used to help industrial practitioners to identify value uncaptured in a structured way. · The research proposed that the act of turning value uncaptured into value opportunities is an effective approach for improving sustainable value creation in business models. This has been empirically demonstrated. · The research proposes a model to understand how and where value uncaptured can be turned into value opportunities. This model comprises two mechanisms, two directions, and fourteen key tactics. The model improves theoretical understanding of the sustainable value creation system and can be applied in practice to help companies search for value opportunities in a systematic and strategic way. · The challenges of turning value opportunities into value are identified. The findings have been used to develop a framework for sustainable value creation in PSS business models. The proposed tool has been validated and used in workshops for purposes including research, consultancy, business education and university education. This research thus makes contributions to both academic knowledge and industrial practice.

This thesis is about exploring the suitable business model framework for open innovation projects in incumbent organizations like Ericsson. Due to the rise in global competition and digitalization incumbent companies cannot innovate in closed innovation systems. Open innovation accelerates the flow of internal and external knowledge for expanding to the new markets by the use of innovation. Companies need reliable and working tools to innovate their business models. Along with technological innovation, business models also play a dominant role in businesses. Companies need to protect their business models by building them strong.  Through making them hard to replicate for placing companies ahead of their competition. Companies employ the business model to understand value creation, delivery, and capture mechanisms. Open innovation explicitly incorporates the business model as a source of both value creation and value capture.  Later role of the business model is to enable the organization to sustain its position in the industry(West et al. 2006). The content of the thesis is explaining how the early stage startups and innovation projects are building their business models in incumbent organizations — then developing a suitable business model framework for such projects in incumbent organizations to building their business ideas.  Using design thinking methodologies proposed a business modeling approach with existing tools from the literature for creating a viable business model and using a value-based approach to quantify the value propositions by understanding value delivered to the customer and developing capturing model.  By converting those values in monetary terms, it makes it easy to propose a value-based price for the solution. Through this thesis, the author has introduced a framework and process model for business modeling by early stage projects. The contributions were in empirical findings and analysis focused on design thinking-based business modeling approach for MVBM framework and process model.

When exploring business in China we noticed that companies behaved in a different way, Corporate Social Responsibility was seen as integrated in companies’ business models as an integral part in order for them to grow and sustain. This seemed to be a new approach to us as well as poorly discussed in the literature we had experienced. Therefore, the purpose of this study is to explore the content of Business Model, the conceptualisation of corporate social responsibility in the Chinese context and the importance of including the concept of corporate social responsibility in firms’ Business Models. Based on the exploration, we decided to employ the hermeneutics perspective of social science. Accordingly, the research was conducted through a qualitative study with an inductive approach. Based on interviews of the respondents’ organisational and personal perspective of the Chinese context, with literature review as reference to and reflection on the findings to have in-depth understanding of the concepts, we conducted this study, which is shaped by the following major findings. Business Model and Corporate Social Responsibility are dependent on the complexity in a certain context, the studied Chinese context, and therefore need reconfiguration. Sustainability in China is assumed to move, but rather in its own direction than similar way to the development in West. The focus of Business Model is moving more towards creating value in terms of economic, social and societal rather than only considering money making. The Chinese government is seen to have political power and influence on the business market with heavy interference in the business’s direction, operation and management. As a result, collaboration with government can guide, facilitate and increase success of businesses. Business Model for Sustainability should be created on an aggregate level, where businesses should consider integrating Corporate Social Responsibility as the foundation in their business model, which is pushed and driven by the government. A business model for sustainable development in China is proposed with the two integral constituents: Corporate Social Responsibility and Politics represented by the government. Lastly, reflecting on the literature review of the studied fields respectively, it has been dragged behind the current state of the evolving world. What is happening in China, the second largest economy in the world and one of the biggest countries suggests that more intensive attention of researchers should be paid to business practice with Corporate Social Responsibility as an integral part of business model. With a focus more on the contextualisation, new dimensions or horizons of the literature development can be revealed when hidden or untouched aspects such as political influence in business are investigated. Accordingly, the heterogeneity in perspectives on conceptualisation and configuration of Business Model and Corporate Social Responsibility in the literature along with that in practice is inevitable. It is more important to see how the concepts look like and work in close connection with the context, rather than trying to shape the literature in one particular way to prove that it works in all contexts.

物聯網概念逐漸成熟之下，舊有產業知識與概念被顛覆，智慧化發展開啟產業新時代。台灣近年來以微型創業盛行，不需要太多資本，簡單的設備就可成立一家餐廳，也因此創業門檻大大降低，造就餐飲業以每年2-3%的比率增加，而大多數餐廳中必備且關鍵的設備-ＰＯＳ機台，卻還停留在舊有思維，不僅佔了不少花費在創業者初期成本以外，也會需要較長時間將成本回收，更因為ＰＯＳ機台為固定成本，後續折舊及保養問題也是餐飲業創業者需要多費心力的重點。 結合雲端技術的ＰＯＳ機台雖需耗費較多時間研發，在概念驗證、場域驗證及商業驗證上也需要比傳統POS系統更縝密的考量，但與傳統pos相比，雲端POS不論在介面的易用性、資訊的即時性及改善工作場域的效率上，皆有顯著改善。除傳統ＰＯＳ注重的技術升級外，雲端POS提供更多面向的整合式解決方案，大大改變了整個產業的商業模式。 本研究以iCHEF為個案，目的為探討新產業環境之下，企業如何創造新的商業模式，推動產業典範移轉。本研究所得之結論為：雲端ＰＯＳ系統成功的商業模式中，雖然產品技術研發能力仍為關鍵因素之一，但其中企業的創新能力、社群操作力等軟實力的培養更是決定能否維持長期競爭優勢的根基。 關鍵字：雲端ＰＯＳ系統、商業模式創新

Background - The textile and fashion industry is paving the way towards the circular economy to achieve economic and environmental value. Today the industry is mainly dependent on the linear production model of the take-make-dispose system. This linear model excels in making waste out of virgin raw materials that can utilize several lifetimes. In light of generating a wave for the future with the circular economy, the textile and fashion industry is implementing circular economy, business models. The organizations’ cascade use ability of recurrent and abundance resources leads to the circular economy future. Although the circular economy is rich in concept, academia and practitioners sense a lack of implementation of business models. Therefore, the organizations require to develop a unique set of capabilities to harness the benefits from circular economy business models. Purpose - To achieve successful circular economy business models, the organizations should develop capabilities that reinforce them to innovate their business models. Therefore, this study investigates the dynamic capabilities to gain competitive advantage while utilizing resources by cascade use to achieving economic and environmental values. This study provides the practitioners and academic guide to be a part of the wave of the circular economy. Methodology - This research conducts multiple case studies with an abductive reasoning approach to extend the theory of dynamic capabilities for cascade use in circular economy business models within the textile and fashion industry. Semi-structured interviews were conducted to gather primary data with three companies that practice cascade use in their businesses while strengthening the data gathered by reviewing company documents. The data were analyzed using thematic analysis. Findings - Results revealed dynamic capabilities facilitate cascade use in the circular economy business models. These dynamic capabilities undergirded by unique microfoundations. Sensing capability undergirded learning and knowledge creation on resources, information search on competencies, and market sensing to achieve the circular economy. Seizing undergirded microfoundations of business model innovation, collaborations, investments in innovations, and take-back systems. Transformation capability undergirded stakeholder engagement, revitalizing internal organization and transparency. The organizations gain maximum resources utility by these dynamic capabilities. Practical implications and research limitations - This thesis creates new insights on cascade use in circular economy business models facilitated by dynamic capabilities. The study assists the practitioners to understand and manage organizational activities to leverage cascade use in the circular economy business models to gain competitive advantage. The study limits by the selected interviewed companies with cascade use strategies implemented in their businesses, representing retailers in Sweden.

The transport sector is one of the main contributors to greenhouse gas emissions worldwide. A current solution to this problem is the introduction of electric vehicles into our transport fleets. However, this solution comes with its challenges; for instance, the environmental impact of batteries once they reach their end-of-life. The circular economy is an approach to manage ecological electromobility issues while providing economic and societal wellbeing. A starting point for the implementation of a circular economy can be found in the implementation of circular business models. Because the circular economy requires its actors to think in systems, the collaboration between multiple stakeholders is essential. However, most circular business model frameworks are focusing on the focal firm, which is not sufficient to encourage cross-collaboration between organizations. Therefore, this study outlines the development of a new framework that focuses on a multi-stakeholder perspective. I propose the “framework for multi-stakeholder circular business model innovation” to explore win-win-win scenarios for the management of 2LB. I conducted a study in collaboration with Svealandstrafiken, Mälarenergi and Västerås Stad. The organizations were involved in data collection via a series of interviews and the validation of the framework through a workshop. The proposed framework consists of a process of four phases subdivided into eight steps that meant to address key challenges organizations are facing to achieve circularity. Within these four phases, the framework encourages discussions on shared values and visions between all stakeholders at an early stage. As a consequence, better collaborations and relationships are formed, which positively benefits the development of circular business models.

Moving towards a more circular economic model is necessary in order to secure the sufficiency of vital raw materials and to achieve a balance between both economic and environmental prosperity. However, the discussion regarding circular economy from a business perspective is still rather limited, and the practical applications of circular economy are mostly related to waste management and industrial applications. Needless to say, circular economy is much more than just large-scale recycling. Circular economy, as a system which aims to ensure a more circular flow of resources, materials and energy, can embody a variety of expressions from closing resource loops to redesigning products, services and the nature of ownership towards favoring renting, sharing, reusing and other alternative ways of maximize the resource efficiency and extend product life. Hence, the principles of circularity can be applied across all industries, instead of just those operating in the industrial sector. Standing on the way of the development of a global circular economy is the perceived mismatched objectives of profit seeking businesses and sustainability advocators. Businesses want high sales levels and profit margins, whereas at the core of environmental sustainability is often to promote conscious consumption and cut down on activities resulting in pollution and waste. And because circular economy is often strongly associated with sustainability matters, businesses tend to stray away from it as it is considered to work against a company’s purpose of making profit. Yet here is the catch – instead of seeing circular economy just as a sustainability tool, it can also be considered as a viable business opportunity which when effectively exploited, can be a source of competitive advantage and a source of economic value

Abstract Background The major mobile infrastructure incumbent vendors form an oligopoly of mobile technology leaders that have not changed their business models significantly as new mobile technology generations have been introduced since 1980. The introduction of 5G and research in 6G have created uncertainty calling for openness, disaggregation of software from hardware, and variety of industrial customers. The incumbent vendors need to innovate technology and business model (BM) to increase their chances of survival. Objectives This thesis aims to investigate how mobile network infrastructure incumbent vendors use business model innovation (BMI) in context of uncertainties related to 5G & 6G disruptive innovation. The purpose of the thesis is to refine the extant theory of BMI and to provide practitioners with recommendations on how to use BMI in the nascent phase of disruptive innovation. Methodology The grounded theory research process based on an exploratory qualitative single-case holistic study is used. The primary data is collected from thirteen semi-structured interviews while supportive secondary data is publicly available and collected via the Internet. Using inductive reasoning the study data analysis process produced first-order concepts, second-order themes and aggregate dimensions used to refine and extend the initial theoretical framework for BMI process usage. Findings When faced with uncertainty of disruptive innovation, the industry incumbents use the scenario-driven thinking to simultaneously develop a portfolio of BMs both by in-house diversification and by mergers and acquisitions. The management of BMI process leads to foreseeing and leveraging of both the internal resources and external resources. The internal resources are developed using BM ambidexterity, double ambidexterity, and intra-organizational learning, The external resources are developed via business ecosystems development and open BM innovation. Development of the resources creates unique managerial challenges related to ambidexterity, coopetition, and cultural transformation. Conclusions Our study provides the empirical grounds for a model of BMI usage by industry incumbents. Our model extends the scope of the extant theoretical discussions and provides details supported with rich empirical evidence from the nascent phase of technological disruption. The emphasis is on the firm’s dynamics that deal with multiple BMs and their innovation. We argue that while studying the process of single BMI is beneficial, the full understanding of BMI can be achieved only by covering the management of interactions and interdependencies among multiple simultaneous BMIs. Recommendations for future research Multiple-case studies to cover other industries would be beneficial to achieve generalization. Also, the longitudinal approach should be used in future studies to understand the impact of the BMI process management choices in the nascent phase on the survival and performance of the incumbents.