Problem: Recently, the demand for more sustainable farming and production has increased due to climate changes and the decreasing biodiversity. Furthermore, in Sweden, more and more milk producers are facing bankruptcy because of the present situation in the dairy industry which also demands social responsibility towards them. Therefore, dairy companies need to embed sustainability into their business model. Previous literatures indicate that sustainable business models which integrate sustainability into organization could maintain and increase profitability and at the same time ensure social and environmental capital in the future. However, there is still a lack of information and empirical data on the scope of how sustainability is embedded into a business. Purpose: to increase understanding of sustainability in dairy company and what sustainability aspect might be important to embed into their business model. Theoretical Framework: The theoretical framework is developed for the purpose of this research. It discusses the definition of Business model and Sustainable business model. Also, two sustainable business model canvases that could be used as analyzing tools to investigate an organization and its operational activities which are presented and compared. This part focuses on presenting framework and explanation of Flourishing business canvas which will be implemented in the analysis. Methodology: The study approaches on a qualitative study of an extreme case where parts of empirical data has been collected from interviews with the case company, the rest of empirical data has been gathered from the case company’s CSR reports and their annual reports. The case company is working with sustainability in their business. Conclusion: As findings of purpose and research question, Arla have embedded sustainability into their business model, however they still need to develop further in their work with sustainability to benefit more from their business model. The case company has embedded all three main contexts of sustainability: economic, social and environmental contexts. However, the focus is more on the financial context. Limitation: The findings need more investigation of other dairy companies to be generalized. Furthermore, this thesis only investigated the current business model.

Over the last two decades, extensive research has been undertaken to understand incumbent firms’ adaptation behavior to disruptive innovation, considering technological change as the most important focus of analysis. Recently, there is an emerging literature that views disruptive innovation as a business model problem in which a technological innovation is deployed. In this literature, disruptive innovation is understood to be primarily a function of conflict between an incumbent’s traditional and an entrant’s new business model. This raises two major questions. First, although the original theory of disruptive innovation evolved from technological studies, this theory persists to explain all types of disruptive innovation over time (Markides, 2006: 19). Furthermore, disruptive innovation has always been studied from an incumbent firm perspective. With the need to shift the research focus from a technology to a business model, we also need a new framework to understand disruptive innovation taking the business model as the unit of analysis taking both the entrant’s and incumbent’s perspectives. Building on business model innovation studies (Govindarajan and Gupta, 2001; Normann, 2001; Hamel, 2000) and the established technology based disruptive innovation theory (Christensen and Raynor, 2003; Christensen, 1997), this study offers a systematic business model framework to comprehend disruptive phenomenon from both an incumbent’s and an entrant’s perspectives. Second, disruptive innovation studies predominantly focus on high-tech industries. Increasingly many low-tech industries are being affected by disruptive non-technological market-driven business model innovations. Considering that disruptive innovation theory is principally iii technology based, a review of the literature suggests that we know little about the differences between high-tech and low-tech market-driven disruptive innovations in terms of their evolutions, competitive and disruptive effects. From the strategic management literature point of view, the contribution of this study becomes even more relevant when the two questions are examined across economic regions. Although there is ample evidence that shows disruptive innovations are not always restricted to developed economies, little is known about how incumbents in developing economies adapt their organizations to disruptive business model innovations. This study takes South Africa as a development economy case-study. The empirical setting of the current study includes four South African industries: the mobile and IT industry (high-tech), banking, insurance and airlines (lowtech) industries. In addressing the two key question of the study, the dissertation presents the empirical analysis at the first-order (firm-level study) and second-order (high-tech vs. low-etch study) levels. The first-order study argues that an innovation creates and grows a niche market through radical product design, different core competencies and/or a different revenue model long before it becomes disruptive innovation. It proposes a framework that attempts to model the evolution of this trajectory from an entrant’s perspective. From the entrant’s perspective, a potentially disruptive business model innovation is a process that evolves over time in successive adaptations to endogenous and exogenous innovation drivers that shape the evolution and path of the new business model. An innovation becomes disruptive only when the new business model fully or partially affects an incumbent’s established business model and market. iv Taking the viewpoint of an incumbent firm, the first-order study further offers a framework that seeks to provide a causality model to comprehend the root cause of disruptive innovation and its impact on the incumbent’s traditional business model. One of the major causes of disruptive innovation is the incumbent’s entrepreneurial dilemma. This means that an incumbent’s success or failure is partly contingent on the senior corporate management’s entrepreneurship readiness that is manifested in terms of taking risk initiative, willingness and ability to take appropriate strategic approaches to enable disruptive innovation. By articulating the causes of disruptive innovation, it suggests four key strategic approaches an incumbent should follow to enable disruptive innovation. While the study finds common patterns for the causes and approaches among incumbents across the four industries at a firm-level, some of the hypotheses of this study could not be proven at an aggregated system level. Disruptive innovation is a relative phenomenon: Some innovations that are disruptive to some firms or industries may not be disruptive to other firms or industries. Therefore, the study further re-examines the aggregated firm-level outcomes by disaggregating the data into dichotomous technology versus marketdriven disruptive innovations. By conducting a second-order analysis at the innovation category level, this study adds considerably to extant innovation literature by establishing that a lowtechnology market-driven disruptive business model innovation entails different business model evolutionary processes, different disruptive effects and different managerial implications compared to high-tech disruptive innovation.

In recent years the world has witnessed an increased attention to matters concerning sustainable development; consumers today put higher pressure on organizations to change their old unsustainable practices for newer, more sustainable ones. Within scholarly business literature, the concept of business models has gained more traction over the past two decades, however there is still some disparity in the views of what a business model really is. So far three perspectives on business models have emerged: business models as attributes of real firms, business models as cognitive schemas, and business models as formal conceptualizations. In this thesis, we adopt the perspective of business models as attributes of real firms, more explicitly, we view them as systems of activities that allow firms to create value for everyone involved. As the stream of business model research as expanded, so has the literature on how they change, also referred to as business model innovation. Here the three dominant perspectives are the rational positioning view, the evolutionary view, and the cognitive view; we argue in line with the rational positioning view that business models may change as a response to a change in the environment in which it is embedded. Knowing that our planet is changing, the question then arises: what can be done? We believe that changing the business model of a firm toward sustainability may be part of the answer. Hence, in order to generate more knowledge about how this can be done, we set out to answer the research question:  what are the motivators of – and how do they influence – business model innovation for sustainability?  We do this by investigating three firms that have changed their activity systems to incorporate sustainability. Our findings indicate that there are some motivators and influencers to the process of business model innovation for sustainability: we identify the motivators zealous leadership, sense of obligation, future hygiene factor, employer branding, goal-setting, synergy, and competitive advantage; and the influencers financial barriers, technological barriers, and cultural barriers. Further, we give practical suggestions to managers on how they can enhance the motivators and lower the barriers; we discuss the societal implications of our findings, and propose avenues for further research.

The Investment bank industry is considered to be an essential element of not only the financial system but also the whole economy. Understanding multiple business models employed by multi-services industry such Investment bank is a matter of great significance for Investment banks’ executives, regulators and analysts. In 2008 the business model that had been employed by investment banks for almost two decades vanished due to the global financial crisis. Investment banks were forced to change and innovate their traditional business models. This research intends to develop a conceptual framework which helps to realize and study investment banks’ business models with the core components and related activities. Multiple business models mapping for investment banks is developed to give seniors executives core and possible activities and alternatives to innovate and change various business models for different lines including asset management, brokerage, investment banking and custody services. In addition, the business model (innovation) drivers are investigated to empirically explore the most powerful drivers on investment banks’ multiple business models (innovation), potential changes and degree of alteration on its activities for each business line. For these aims, a systematic literature review was carried to synthesise the recent advancements in the business model literature and explore how firms approach business model innovation. As result, a conceptual framework for business model (innovation) was developed, which encompasses four components value proposition, operational value, human capital and financial value. This framework can be utilized by practitioners as a 'navigation map' to determine where and how to change their business models. By using the qualitative methodology through semi-structured interviews with 29 senior executives from 10 fully-licensed investment banks in Saudi Arabia and secondary data including financial statements, annual reports and pillar III disclosures, the empirical study mapped the investment banks’ multiple business models and identified a business model for each business line. Sixteen activities for each business line were determined to provide core and possible activities and alternatives. This research contributes to our understating of managing and innovating multiple business models in the industry when investment banks should run these multiple business models. The Investment banks’ business models are different in terms of business lines, core offerings, clients, key assets, key process, revenue streams and costs structure. Over and above, each line shows diverse business models applied by investment banks. Furthermore, unlike other studies, this research contributed by investigating drivers that force investment banks to change their existing business models, the degree of changes and which activities did investment banks consider when responding to particular drivers. This study found that clients, crisis and economic changes, rivalry, top management and regulations are the five drivers forcing investment banks to not only embark on change events, but also carry out business model changes in most investment banks’ business lines.

The thesis asks whether there is a role for competition law and policy in the music industries. It is argued that there is a need for updated competition policy in order to safeguard both end consumer welfare and the competitive process in these markets, characterised by fast-paced developments and business model innovation. Indeed, the past two decades saw the music industries undergo seismic changes, as even the term 'music industries' was not in use as such before the advent of the internet era and the decline in sales of recordings in physical format. Soon it became obvious that the traditional music industry's end consumers had chosen to migrate to alternative methods of consumption, complementing and substituting between several products for music, such as the digital format, the live concert ticket, and the overall 'music experience'. End consumers chose to completely by-pass the product on offer, meaning the recording of popular music in physical format, as provided top-down by a few multinational record companies, which the thesis identifies as an oligonomy. As alternative business models emerged in the music industries, the members of the oligonomy became followers of end consumer demand, remaining stuck in their notion that the end consumer remains the passive, mass market. Addressing this era as an era of market failure helps to identify the role of the end consumer within the business model of the music industry and to understand emerging trends and patterns in the music industries. Indeed, technological and copyright developments in the late nineteenth century enabled the hardware industries to morph into the recorded music industry, operating under the same business model of copyright exploitation. It follows that the market deriving from this business model is a market prone to monopolisation, resulting in a homogeneous product, designed and delivered top-down to the mass market. The resulting product was not only foreclosed by the few members of the oligonomy, but the operating business model made it impossible for the competition authorities to justify concerns. When the technology allowed for it, the creeping market failure came to the limelight and the end consumer started by-passing the oligonomy to gain access to the foreclosed content, generating consumer demand-driven business models. This translated into business model innovation. To illustrate, the thesis investigates the trial-and-error relationship between the competition authorities of the US, the EU, the UK and the old business model, addressing the failure to appreciate the bottleneck around the creative output that was being created, and the need to safeguard consumer welfare. To compare, the thesis also examines cases in the new business model era, observing the stance of competition authorities towards consumer demand generated business models. The thesis concludes with the affirmation of the need to design welfare enhancing competition policy, which places the end consumer in the forefront. To achieve this, the thesis proposes the consultation of the relevant business model literature.

This thesis explores the challenges and opportunities of cultural entrepreneurship, exploring current conceptualisations of cultural entrepreneurs and to find new perspectives and recommendations for cultural entrepreneurs of the future. Cultural entrepreneurship is a contested, yet essential aspect of the growth of artists and arts organisations globally. Though there are similarities, this research demonstrates that cultural entrepreneurs from different backgrounds, industries and of varied sizes need different things and have different barriers so cannot be understood in the same way. Digital technologies and local networks do offer new possibilities for innovation however these are limited in scope and require further investigation and investment. Despite psychological, political and financial barriers to entrepreneurship in the creative industries, finding a balance between artistic, social, economic and institutional innovation for the various actors throughout the arts offers key insights to how artists and arts organisations can be more entrepreneurial. Through a grounded theory approach, this research connects previously disparate fields of cultural policy, social entrepreneurship and business model innovation to derive new perspectives of how cultural entrepreneurs can survive and thrive in the dynamically shifting world. Themes that emerged through the data analysis connect in new ways to Cohendet et al.’s (2012) ‘Anatomy of a Creative City’, outlining the underground, middleground and upperground actors; Albinsson’s (2017) theories of the quadruple bottom line in the creative industries; and a value ecosystem’s approach with a focus on value creation (Allee, 2002; Curtis, 2017). From this combination of literature and data collected, a novel approach to understanding cultural entrepreneurs emerges, creating a model to understand more holistically how value is created and captured for the artist or arts organisation. This model has a range of practical approaches intended to provide tangible pathways into combining the concepts of the quadruple bottom line, value ecosystems and different conceptualisations of cultural entrepreneurs, offering a novel contribution to all of these fields in addition to, and most significantly the topic of cultural entrepreneurship.

<p>Predmet istraživanja doktorske disertacije jeste razvoj modela za povećanje poslovnih rezultata preduzeća koji je zasnovan na inovativnim pristupima saradnje sa klijentima. U fokusu rada nalaze se pojmovi malih i srednjih preduzeća (MSP) i poslovni rezultat preduzeća iz komercijalnog dela auto industrije, koji će biti oslikan kroz prihode. Automobilska industrija je izuzetno ciklična industrija, i kao takva zavisi od raspoloživosti investicija u nekom datom trenutku, te je iz tog razloga kvalitetno koncipirana strategija pristupa klijentima kompanije primarna alatka za održanje nivoa prihoda i njihov porast u industriji kao što je automobilska.</p> / <p>The subject of doctoral dissertation research is the development of a model for increasing the business results of the company, which is based on innovative approaches to cooperation with clients. In the focus of the work are the concepts of small and medium-sized enterprises (SMEs) and the business results of the company from the commercial part of the auto industry, which will be painted through revenues. The automotive industry is a highly cyclical industry, and as such depends on the availability of investments at some point, and for this reason, a well-conceived strategy for accessing the company&#39;s clients is the primary tool for sustaining the level of revenue and their growth in the industry, such as automotive.</p>

<p>The potential for electronic media in the newspaper business is interesting. </p><p>The research about electronic media will bring demands on new thinking in </p><p>developing new value, income generating services and related business models. An </p><p>example of electronic media is electronic paper. This paper explores the added value </p><p>and payment methods for the e-paper. We have conducted future workshops with our </p><p>target group the reader. On the basis of future workshops this paper shows that </p><p>interaction, individualization, improved selection and content, environment friendly </p><p>and saving capabilities are necessities for the e-paper to be successful. We suggest </p><p>that the e-paper must be more than just an online newspaper for people to buy it.</p>

Since its establishment as an emerging area of research in strategic management over a decade ago, business model research has had little consensus towards adopting a single definition or common language for this rapidly growing management concept.  However, strong agreement as to the relevance of value creation within organizations underlies existing business model literature. Moreover, applications of business model frameworks outside the private sector have been limited. Recent literature has identified business model innovation and design as a critical tool in effective implementation of organizational strategy, and empirical research in business models from new and alternative perspectives may reveal linkages between strategic management issues and effectiveness in creating value in public and citizen sector organizations.  Nevertheless, existing academic literature has not yet explored applications of traditional business model frameworks within a public sector context, nor has the need for empirical research linking the business model concept with public sector management been addressed. The main purpose of this thesis is to contribute to the understanding of how business models can be defined, redefined, and applied in city economic development agencies for application as a strategic public management tool. An analysis of how the business model of a prominent city economic development agency has been employed and how value is created within this model will be undertaken.  This empirical study also aims to determine conceptual linkages between business model applications in city economic development and to contribute a theoretical foundation towards development of future research.   Given the multi-faceted applications of the business model concept, the authors have conducted exploratory research targeting the application of current business model concepts and frameworks to a city economic development agency representing an influential global center of finance and commerce, the City of New York. The significance of conducting empirical studies on city economic development agencies is due to the influence in which these organizations have on industrial cluster growth, national economic competitiveness, and citywide and regional transformation. In considering this context, The New York City Economic Development Corporation is the primary economic growth engine for the City of New York, and strives to create and deliver value to citizens, businesses, and other stakeholders of New York City.   Findings from this study suggest that economic development professionals have not adequately clarified the term ‘business model’ for promoting common language between strategists, project managers, consultants, and executives to support strategic business model design within city economic development agencies.  The authors conclude that equally relevant to framing and applying theoretical foundations grounded in the business model concept, is the identification of value-creating activities within economic development agencies and development of citizen-focused value propositions.  This empirical study aims to define, clarify and explore the former, while calling upon a need for future research of the latter.

In recent years, with the advance of liquid crystal display technology, the LCD monitors have been gradually replacing the traditional CRT monitors. From the display of desktop computers to the general home TV screen, the LCD screens become bigger and thinner. It is not only utilized in television and computers but also advertising billboards. It also helps the expansion of digital signage market. In response to the Chi Mei group¡¦s strategy to expand LCD panel development, Chi Lin Technology, a company with 40 years of experience in traditional plastic materials processing are transferring into the electronics manufacturer. Chi Lin Technology is constantly looking for the applicable areas of LCD technology and wants to bring the growth momentum for the company. They believe that the market of the digital signage in the convenience stores is white space. In order to seize this opportunity, Chi Lin Technology starts a series of internal innovation and integrates external resources to come out with a solution of the digital signage market development. This solution integrates the four major components, including hardware, software, services, and content. In addition, it consolidates subsidiary¡¦s advertising agency, content production, and channel management capabilities. This study is to analyze our strategy, which utilizes the existing core R&D strength to develop a complete digital signage solution. We will also research the advantages of Chi Lin Technology and the business model of advertising network operating system of digital signage.