Data-Driven Business Model Innovation
Research Group 5
The research group combines theory development about business model innovation with the empirical analysis of sectoral data-led innovation processes.
In our modern world people are producing endless amounts of data that have a lasting effect on business models. The high agility and innovative strength of start-ups forces established market players to rethink their business models. In some industries, like the automotive industry, the development of digital business models may even change supply chains and furthermore have a huge impact on employment. Thus, business model innovation is a highly relevant issue for corporate practice as well as for politics.
Against this background three key questions arise:
1. What kind of cognitive models and processes (of entrepreneurs, managers, employees) encourage business model innovation?
The focus lies on “Design Thinking” and cognitive models in start-ups. With the help of case studies processes of business model innovation in start-ups are analyzed. Important factors for these analyses are analogies and recombination of technologies. How entrepreneurs on basis of business model heuristics assess new opportunities for start-ups will also be examined.
2. What kind of entrepreneurial structures and resources are necessary for established enterprises to develop new, data-driven business models?
In this field the analysis of business model innovation through spin-offs is important. Through case studies and interviews with experts the conception of new business models and their spin-offs in established companies will be examined. Thereby the research group inter alia concerns the circumstances and motives of spin-offs as well as the following build-up of organizational structures in start-ups.
3. How does data-driven business model innovation change supply chains and employment structures in a sectoral comparison?
Business model innovation will be examined from a sectoral perspective, e.g. the data-driven sectoral convergence from the automotive industry to the mobility industry.
Recently the traditional automobile manufacturers come under pressure because of competitors from the ICT industry. The development of Uber shows that a business model that is solely based on information, connecting and billing is a possible construct. In this context, clarification is required about which products and business models will prevail and how they will influence industrial structures and employment.