Suchergebnisse

Sustainable and long‐lasting companies necessarily position themselves at the edge of chaos and evolve their business models in order to maintain a mix of efficiency and creativity. Organizations dealing with complexity necessarily position themselves at the edge of chaos, always swaying between order and disorder. Two opposite cycles ("sharing cycle" oriented toward efficiency and "creative cycle" oriented toward innovation) should be balanced dynamically and along time by organizations that want to evolve. We investigated business model evolution after external discontinuities, showing that sustainable and long‐lasting companies try to find an equilibrium between order and disorder, predictability and unpredictability, standardization, and innovation.

International Operations Management: Lessons in Global Business, uses a fascinating selection of case studies researched during the international operations management project sponsored by the European Commission, comparing Western and Eastern approaches to business. With its balance of theoretical and applied content, this volume serves as both a primary and supplementary source for higher level students and educators, and as a worthwhile read for interested practitioners.

PurposeIn the stream of works showing the semantic dimension as a core concept of the product innovation (e.g. design driven innovation), the paper aims to present a new business modeling approach driven by design and meanings. Similarly to the concept that the product is not represented only by form and function but also by meaning, the entire business model of a company does not transmit economic and technological value only, but tells a lot of the company from a semantic point of view. The work seeks to point out that companies can focus on the management of meanings to "make sense" of their entire business model moulded in building blocks, and realize what the authors called meaning strategy.Design/methodology/approachAfter a detailed overview of the theoretical background grounded in the strategy literature and design one, to support the authors' perspective, an in‐depth study of meaning strategy performed by illycaffè is presented.FindingsThe value of the work lies in underlining that the design driven (product) innovation's application can be extended further than only describing successful (product) strategies of design‐intensive manufactures and in the suggestions on how to implement a meaning strategy, creating new meanings not only in the products, but also in the building blocks of a company's business model.Originality/valueThe meaning strategy content and action‐oriented framework proposed and the matrix business model meanings versus building blocks can become tools to communicate the company strategy's pivotal elements and its evolution and they can drive strategists in developing and managing new/existing meanings and building blocks.