The innovation ecosystem in rural tourism and hospitality – a systematic review of innovation in rural tourism

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Arun Madanaguli ◽  
Puneet Kaur ◽  
Alberto Mazzoleni ◽  
Amandeep Dhir
Keyword(s):  
Systematic Review ◽  
Business Model ◽  
Resource Sharing ◽  
Business Environment ◽  
Business Model Innovation ◽  
Rural Tourism ◽  
Innovation Ecosystem ◽  
Content Type ◽  
Research Profile ◽  
Tourism And Hospitality

Purpose Innovation in rural tourism and hospitality (RT) is a complex process that involves the exchange of knowledge and resources between many actors and the interrelationships between those actors in the business environment. The purpose of this paper is to provide structure to this “knowledge and resource ecosystem” through a thorough systematic review of the extant literature. Design/methodology/approach The current study uses a time-tested and reproducible systematic literature review process to identify and analyse 79 research papers that have discussed innovation in RT. Findings Through content analyses, this review identifies critical stakeholders in the innovation ecosystem, as well as the enabling and hindering roles these stakeholders play in innovation. The thematic analysis uncovers three key research foci: stakeholders and their roles, outcomes of innovation and business model innovation. The review also identifies types of innovation and critically analyses the bibliographical research profile. The authors summarise the findings in an RT innovation ecosystem model, which includes the various actors and their knowledge and resource sharing roles within the business environment. Originality/value This is one of the first systematic reviews to concentrate on RT innovation and, within that focus, on knowledge and resource networks in particular rather than on innovation in tourism in general, which was the focus of prior reviews. The authors encourage cross-pollination of ideas by introducing theories from the strategic management, innovation, knowledge management and business model innovation literature wherever appropriate. To consolidate and present the findings on the innovation process’s antecedents and outcomes, the authors present an ecosystem of innovation within the RT framework.

Gaston Acurio: business model innovation and creation of a Peruvian gastronomic brand

2020 ◽  
Vol 10 (1) ◽  
pp. 1-14
Author(s):  
Elizabeth Ontaneda ◽  
Guillermo Quiroga
Keyword(s):  
New York ◽  
Learning Outcomes ◽  
Business Model ◽  
New York Times ◽  
Business Model Innovation ◽  
Content Type ◽  
Academic Level ◽  
Business Model Canvas ◽  
Tourism And Hospitality

Learning outcomes Identify the types of innovation that Gastón Acurio’s proposal has created. Understand the key strategies developed to grown and consolidate Peruvian food as a category internationally and as part of Acurio’s business. Identify elements of the business model using the business model canvas. Explain how elements of a business model are related, reinforce each other and drive results. Evaluate strengths, opportunities, weaknesses and threats to a business model. Analyze changes to the model that can capitalize upon or mitigate these factors based on evidence. Case overview/synopsis Gastón Acurio is a successful Peruvian chef and restauranteur who was key in shaping the country’s gastronomic industry. His innovative business model distinguished him from other Peruvian restauranteurs and allowed him to grow and take advantage of opportunities in Peru and internationally. His success and growth attracted US$52m in investment funding. However, his model’s challenges surfaced during a difficult restaurant launch exacerbated by a harsh review in the New York Times. Students must identify and analyze the key elements of Acurio’s business model to evaluate and propose changes to better take advantage of its strengths and opportunities, as well as to mitigate weaknesses and threats. Complexity academic level Master’s or MBA. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 12: Tourism and hospitality.

scholarly journals A framework for business model with strategic innovation in ICT firms

2018 ◽  
Vol 31 (1) ◽  
pp. 16-41 ◽  
Author(s):  
Nezameddin Faghih ◽  
Banafsheh Dastourian ◽  
Seyyed Mojtaba Sajadi ◽  
Andres Henten ◽  
Pantea Foroudi
Keyword(s):  
Business Model ◽  
Business Models ◽  
Emerging Market ◽  
Business Environment ◽  
Business Model Innovation ◽  
Model Concept ◽  
Model Framework ◽  
Content Type ◽  
Strategic Innovation ◽  
Ict Industry

Purpose The purpose of this study is to help gain an accurate and distinct understanding of information-based business concepts and critical steps in designing an appropriate business model, by providing a framework for designing an innovative information-based business to help fledgling businesses development in the information and communication technology (ICT) industry of Iran. What is a business model framework with the strategic innovation approach in the small and medium enterprises (SMEs) of ICT industry? What are the components of this model and the relations between them? Business model is a logical response to how a business can create value. Changing business environment means that business models are rapidly growing; accordingly, innovation is no longer optional. However, innovation is important in general, but the kind of innovation that is widely and directly dependent on business model will be quite critical for all parts of the organization. In fact, business model innovation is an exquisite technic to create, deliver and earn value by changing one or more components of a typical business model. Business model innovation needs information and form business environment based on dynamic information system. Design/methodology/approach The present paper focuses upon SMEs in ICT. Grounded theory has been used for this purpose, with 15 interviews conducted. Findings An emerging market is one in which commercial exchanges of a particular industry between the countries are relatively new but possess great investment attractiveness and a high potential to grow (such as Iran).As the ICT industry of Iran is a leading industry, and the country itself is an emerging market, the main purpose of this study is to provide a framework for designing an innovative information-based business to help fledgling businesses development in the ICT industry of Iran. Originality/value The purpose of this paper is to help accurate and distinct understanding of the business model concept and critical steps in designing an appropriate business model. Studies conducted to simultaneously deal with the business model and strategic innovations are few, and by the time the proposal was written, there was no research observed from Persian sources.

Business model innovation: a systematic review and future research directions

2020 ◽  
Vol 12 (4) ◽  
pp. 457-476
Author(s):  
Makhmoor Bashir ◽  
M. Muzamil Naqshbandi ◽  
Rayees Farooq
Keyword(s):  
Systematic Review ◽  
Business Model ◽  
Empirical Studies ◽  
Business Model Innovation ◽  
Future Research ◽  
Content Type ◽  
New Horizons ◽  
Innovation Research ◽  
Future Research Directions ◽  
New Perspective

Purpose The purpose of this paper is to systematically analyze the literature on business model innovation by identifying its triggers, enablers, barriers, dimensions, outcomes and highlight avenues for future research. Design/methodology/approach A systematic literature review of papers on business model innovation was conducted based on the recommendations of Tranfield et al. (2003) from 2000–2019. A total of 70 conceptual and empirical studies on business model innovation research spanning from 2000 to 2019 were analyzed based on different classification schemes. Findings The systematic review approach of this paper offers a new perspective in understanding business model innovation, bridges the gap in the extant literature by providing consolidation regarding the triggers, enablers, barriers, dimensions and outcomes of business model innovation and indicating avenues for future research. Research limitations/implications A review of literature on business model innovation carried out in this paper is expected to open up new horizons for future researchers to develop and empirically test frameworks related to business model innovation. The five themes identified to shed light on important aspects of business model innovation. These themes are expected to not only strengthen the theoretical foundations of business model innovation but also help practitioners develop and implement business model innovations in their organizations. In particular, the themes related to the enablers, barriers, triggers and outcomes of business model innovation can provide useful insights for practitioners. Originality/value This study is the first of its kind that has provided consolidation regarding the triggers, enablers, barriers, dimensions and outcomes of business model innovation.

Business model innovation in the Indian hospitality industry

2019 ◽  
Vol 11 (4) ◽  
pp. 362-377 ◽  
Author(s):  
Sonia Bharwani ◽  
David Mathews ◽  
Amarpreet Singh Ghura
Keyword(s):  
Business Model ◽  
Hospitality Industry ◽  
Strategic Alliance ◽  
Secondary Data ◽  
Business Environment ◽  
Business Model Innovation ◽  
Primary Data ◽  
Content Type ◽  
Road Map ◽  
Luxury Hotels

Purpose This study aims to explore the reasons for the rise of independent, stand-alone restaurants and ascertains the benefits of outsourcing food and beverage (F&B) in luxury hotels in India from the perspectives of the strategic partners involved in such an alliance. The study also proposes different formats for F&B outsourcing in luxury hotels. Design/methodology/approach An exploratory study was carried out by collecting primary data from 16 Hotel General Managers and F&B operations experts through qualitative, semi-structured, personal and in-depth interviews. NVivo12 software was used to carry out a qualitative thematic analysis of the data. The primary data collected were triangulated with secondary data gathered through literature review of academic papers, industry reports and studies on the trends of restaurants in luxury hotels being outsourced. Findings The study focusses on the antecedents of the rise of stand-alone restaurants in the Indian hospitality industry. To combat the competitive disruption arising because of this trend, the study posits the business model innovation of outsourcing F&B operations in luxury hotels. Practical implications The benefits of a strategic alliance from the perspective of both parties – the luxury hotel and Michelin-star chef or branded/marquee restaurant – are elucidated. Further, three broad formats, which can be adopted for speciality restaurant outsourcing are also proposed. Practitioners, researchers and educationists in the hospitality industry would find the implications of this study useful in the context of the present customer-centric business environment where hotels are constantly striving to meet the exponentially rising bar of guest expectations in an increasingly globalised milieu. Originality/value The study proposes a preliminary road map for internationalisation of F&B operations through the business model innovation of outsourcing operations of in-house specialty restaurants by luxury hotels in the Indian context.

How to harnesses digital technologies for pursuing business model innovation: a longitudinal study in creative industries

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anjar Priyono ◽  
Baziedy Darmawan ◽  
Gunawan Witjaksono
Keyword(s):  
Case Studies ◽  
Business Model ◽  
Business Models ◽  
Digital Technologies ◽  
Business Environment ◽  
Business Model Innovation ◽  
Creative Industries ◽  
Future Research ◽  
Developed Country ◽  
Content Type

Purpose This study aims to investigate how manufacturing firms in the creative industries harness digital technologies to undertake business model innovation. Design/methodology/approach This study used in-depth case studies to examine the complex interplay between digital technologies and business model innovation. A longitudinal approach was selected to capture major events both within the firm and in the business environment. Building on the firm’s archival data, interviews and secondary data that was available to the public, the authors carefully analyzed impactful digital technology events and the firm’s responses to the technological changes that occurred over the period of 2004–2020. Findings The findings suggest that digital technologies alone are not sufficient for business model innovation to be successful; support from sociotechnical factors is also required. Additionally, firms should reinvent a new business model when the existing ones seem to start to diminish. Research limitations/implications In this study one firm was examined as the subject, using a qualitative method. This method allowed us to observe complex interplays among the resources required in business models. Future research can combine qualitative methods with computational case studies, which utilize a large volume of quantitative big data. Practical implications The results of this study suggest that managers must ensure that the resources within and outside organizations are loosely connected and are readily available to be mobilized for supporting business model innovation. To enable this, managers must prepare the required resources in advance. Originality/value The current findings add to a growing body of literature on business model innovation and digital technologies. In particular, this study describes the process of how a traditional firm from a least developed country pursues business model innovation with the support of digital technologies.

Business model innovation canvas: a visual business model innovation model

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yuran Jin ◽  
Shoufeng Ji ◽  
Li Liu ◽  
Wei Wang
Keyword(s):  
3D Printing ◽  
Business Model ◽  
Innovation Process ◽  
Theory Model ◽  
Business Model Innovation ◽  
Mass Selection ◽  
Unified Framework ◽  
Content Type ◽  
Innovation Model ◽  
First Time

PurposeMore and more enterprises have realized the importance of business model innovation. However, the model tools for it are still scarce. There is a clear research gap in this academic field. Therefore, the aim of this study is to put forward a visual business model innovation model.Design/methodology/approachThe scientific literature clustering paradigm of grounded theory is used to design business model innovation theory model (BMITM). BMITM and the business model innovation options traced back from 870 labels in the grounded process are integrated into a unified framework to build the business model innovation canvas (BMIC).FindingsBMIC composed of three levels and seven modules is successfully developed. 145 business model innovation options are designed in BMIC. How to use BMIC is explained in detail. Through the analysis of innovation hotspots, the potential business model innovation directions can be found. A new business model of clothing enterprises using 3D printing is innovated with BMIC as an example.Research limitations/implicationsCompared with the previous tools, BMIC owns a clearer business model innovation framework and provides a problem-oriented business model innovation process and mechanism.Practical implicationsBMIC provides a systematic business model innovation solution set and roadmap for business model innovation practitioners.Originality/valueBMIC, a new tool for business model innovation is put forward for the first time. “Mass Selection Customization-Centralized Manufacturing” designed with BMIC for the clothing enterprises using 3D printing is put forward for the first time.

scholarly journals The middle manager in search of business model innovation

2019 ◽  
Vol 40 (4) ◽  
pp. 3-10 ◽  
Author(s):  
Sergejs Groskovs ◽  
John P. Ulhøi
Keyword(s):  
Business Model ◽  
Continuous Process ◽  
Organisational Change ◽  
Business Model Innovation ◽  
Middle Manager ◽  
Content Type ◽  
Strategic Renewal ◽  
Model Search ◽  
Practical Guidelines ◽  
Major Transformation

Purpose It does not always take a heroic CEO to initiate a major transformation such as business model innovation. A middle manager with a personal drive and a sense of need for change may well jump-start this process. This paper aims to offer a simple framework and a set of practical guidelines for engaging the broader organisation in business model search and change activities. Design/methodology/approach This paper draws on research in entrepreneurship, organisational change and strategic renewal; develops a set of managerial guidelines; and illustrates those with practical examples. Findings Business model innovation is an iterative, dynamic and continuous process of search and change activities. Key practical guidelines to manage this process include understanding the environment, ensuring resources and funding, engaging entrepreneurial individuals, committing senior management, firm orchestration of the change process and involvement of middle management and employees. Practical implications The framework allows for structuring a business model innovation and offers key guidelines for the journey, thus enabling an entrepreneurial middle manager to lead the effort. Originality/value Despite that business model innovation is normally considered the domain of the CEO, this paper shows that middle managers can also play a key role in the process. The value of the paper lies in the simplicity and practicality of the framework.

Investigate the role of distributed leadership and strategic flexibility in fostering business model innovation

2019 ◽  
Vol 13 (1) ◽  
pp. 93-112 ◽  
Author(s):  
Suqin Liao ◽  
Zhiying Liu ◽  
Lihua Fu ◽  
Peichi Ye
Keyword(s):  
Business Model ◽  
Distributed Leadership ◽  
Structural Equation ◽  
Dynamic Capabilities ◽  
Business Model Innovation ◽  
Equation Modeling ◽  
High Tech ◽  
Strategic Flexibility ◽  
Environmental Dynamism ◽  
Content Type

PurposeThe purpose of this paper is to examine whether the new distributed leadership patterns is an important driver for innovating business model. By synthesizing insights from the dynamic capabilities perspective, it also explores how and when distributed leadership enhances the business model innovation (BMI) by involving strategic flexibility as a mediator and environmental dynamism as important contingency.Design/methodology/approachA survey via questionnaire was conducted with 262 CEOs and 262 senior managers from Chinese high-tech companies that provided the research data. Structural equation modeling and linear regression analyses were used to test the time-lagged data, and then the main research questions were responded to.FindingsThe analysis reveals that distributed leadership has a significant direct influence on BMI, and that distributed leadership also indirectly affects BMI by enhancing strategic flexibility. Environmental dynamism strengthens the positive effect of distributed leadership on BMI under strategic flexibility.Originality/valueThis paper advances and enriches the emerging stream of BMI research. It presents an innovative conceptual analysis of the antecedents of BMI, and it shows a possible solution for BMI that complements extant research that considers which and how the leadership style of the organizations affects the business model change.

scholarly journals Pushing the Limits using Business Model Innovation a Three Pronged Approach and Lessons Learned

2021 ◽  
Vol 2 (1) ◽  
pp. 24-35
Author(s):  
Ignitia Motjolopane
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Industrial Revolution ◽  
Business Environment ◽  
Business Model Innovation ◽  
Lessons Learned ◽  
Revenue Streams ◽  
Reducing Costs ◽  
Model Components

In a constantly changing business environment, with increasing digitisation and fourth industrial revolution blurring the traditional value creation boundaries, companies need to explore ways to push the limits to remain competitive. Business model innovation offers companies the dynamic capability to differentiate business models and find innovative revenue streams while reducing costs. As such, the question arises as to how company may use business model innovation to remain competitive as the world digitises. Based on a literature review and empirical research involving six case studies, a three pronged approach in support of business model innovation is proposed. Business model innovation has the potential to push the limits when company executives and academia focus on the interrelation between drivers, process and components. Moreover, both effective and ineffective practices based on the research are presented. In conclusion, for companies to use business model innovation in pushing the limits, there is need to respond to the business model innovation drivers, adopt a systematic process and change at least one or more business model components and taking into account the interactions between these three concepts. This article may contribute to existing theory in the field of business model innovation and lessons learned from executives that have pushed the limits using business model innovation. Doi: 10.28991/HEF-2021-02-01-03 Full Text: PDF

Business model innovation: past research, current debates, and future directions

2017 ◽  
Vol 10 (3) ◽  
pp. 342-359 ◽  
Author(s):  
Mokter Hossain
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Systematic Literature Review ◽  
Current Knowledge ◽  
Past Research ◽  
Business Model Innovation ◽  
The Body ◽  
Future Research ◽  
Content Type ◽  
Body Of Knowledge

Purpose The purpose of this paper is to provide state-of-the-art knowledge about business model innovation (BMI) and suggest avenues for future research. Design/methodology/approach A systematic literature review approach was adopted with thematic analysis being conducted on 92 articles. Findings The body of knowledge for this concept is in its infancy and is highly fragmented. This study therefore attempts to consolidate this fragmented knowledge. It reveals dominant themes, establishes coherence, and identifies conflicting arguments in the current literature. It also points out gaps in the research and highlights new directions for research. Research limitations/implications This study analyzed articles that were found based on a systematic literature review approach. Practical implications This study identifies some fundamental issues that managers need to understand regarding BMI. Originality/value The main value of this study lies in its synthesis of the current knowledge of BMI.

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