Advertisement

Effectual Service Business Development–Zur Anwendung des Effectuation-Ansatzes bei Geschäftsmodellinnovationen

  • Jörg Männicke
  • Ronny BaierlEmail author
Chapter

Zusammenfassung

Dieser Artikel würdigt den Beitrag der Effectuation-Logik zu Geschäftsmodellinnovationen in Dienstleistungsbranchen. Weiterhin legt er dar, wie und unter welchen organisationalen und individuellen Rahmenbedingungen zentrale Managementfragen in praktisches Managementhandeln übersetzt werden können. Basierend auf einer Literaturanalyse werden konkrete Rückschlüsse gezogen, wie erfolgreiches Effectual Service Business Development durchgeführt werden kann, indem die umsetzungsorientierten Anwendungshinweise zusammengefasst und eingeordnet werden.

This is a preview of subscription content, log in to check access.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Literaturverzeichnis

  1. Achtenhagen, L./Melin, L./Naldi, L. (2013): Dynamics of business models – strategizing, critical capabilities and activities for sustained value creation, in: Long Range Planning, Vol. 46, No. 6, S. 427-442.CrossRefGoogle Scholar
  2. Alsos, G. A./Clausen, T. H./Hytti, U./Solvoll, S. (2016): Entrepreneurs’ social identity and the preference of causal and effectual behaviours in start-up processes, in: International Journal of Entrepreneurship and Regional Development, Vol. 28, No. 3/4, S. 234-258.CrossRefGoogle Scholar
  3. Bhowmick, S. (2015): They look while they leap – Generative co-occurrence of enactment and effectuation in entrepreneurial action, in: Journal of Management & Organization, Vol. 21, No. 4, S. 515-534.CrossRefGoogle Scholar
  4. Blauth, M./Mauer, R./Brettel, M. (2014): Fostering Creativity in New Product Development through Entrepreneurial Decision Making, in: Creativity & Innovation Management, Vol. 23, No. 4, S. 495-509.CrossRefGoogle Scholar
  5. Blauth, M./Mauer, R./Brettel, M. (2015): Wettbewerbsvorteile durch unternehmerisches Entscheidungsverhalten – Der Einfluss von Effectuation auf die Problemlösungsgeschwindigkeit, in: Die Betriebswirtschaft, Vol. 75, Nr. 4, S. 233-251.Google Scholar
  6. Chandra, Y./Yang, S.-J. S. (2011): Managing disruptive innovation – entrepreneurial strategies and tournaments for corporate longevity, in: Journal of General Management, Vol. 37, No. 2, S. 23-50.CrossRefGoogle Scholar
  7. Chesbrough, H. (2010): Business Model Innovation – Opportunities and Barriers, in: Long Range Planning, Vol. 43, No. 2-3, S. 354-363.Google Scholar
  8. Cohen, W./Levinthal, D. (1990): Absorptive capacity – a new perspective on learning and innovation, in: Administrative Science Quarterly, Vol. 35, No. 1, S. 128-152.CrossRefGoogle Scholar
  9. Cooper, R.G. (2017): Winning at New Products – Creating Value Through Innovation, 5. Aufl., New York.Google Scholar
  10. Coviello, N.E./Joseph, R.M. (2012): Creating major innovations with customers – Insights from small and young technology firms, in: Journal of Marketing, Vol. 76, No. 6, S. 87-104.CrossRefGoogle Scholar
  11. Deligianni, I./Voudouris, I./Lioukas, S. (2015): Do Effectuation Processes Shape the Relationship Between Product Diversification and Performance in New Ventures?, in: Entrepreneurship Theory and Practice, Vol. 41, No. 3, S. 349-377.CrossRefGoogle Scholar
  12. Evald, M.R./Senderovitz, M. (2013): Exploring internal corporate venturing in SMEs – effectuation at work in a new context, in: Journal of Enterprising Culture, Vol. 21, No. 3, S. 275-299.CrossRefGoogle Scholar
  13. Futterer, F./Schmidt, J./Heidenreich, S. (2017): Effectuation or causation as the key to corporate venture success – Investigating effects of entrepreneurial behaviors on business model innovation and venture performance, in: Long Range Planning, in press.Google Scholar
  14. Gabrielsson, J./Politis, D. (2011): Career motives and entrepreneurial decision-making – examining preferences for causal and effectual logics in the early stage of new ventures, in: Small Bus Econ, Vol. 36, No. 3, S. 281-298.Google Scholar
  15. Gassmann, O./Frankenberger, K./Csik, M. (2013): Geschäftsmodelle entwickeln – 55 innovative Konzepte mit dem St. Galler Business Model Navigator, München.CrossRefGoogle Scholar
  16. Gebauer, H./Joncourt, S./Saul, C. (2016): Services in product-oriented companies – past, present and future, in: Universia Business Review, Vol. 49, No. 1, S. 32-53.Google Scholar
  17. Jones, O./Li, H. (2017): Effectual entrepreneuring – Sensemaking in a family-based start-up, in: International Journal of Entrepreneurship and Regional Development, Vol. 29, No. 5/6, S. 467-499.CrossRefGoogle Scholar
  18. Kotler, P./Armstrong, G./Harris L. C./Piercy, N. (2016): Grundlagen des Marketing, 6. Aufl., Hallbergmoos.Google Scholar
  19. Laine, I./Galkina, T. (2017): The interplay of effectuation and causation in decision making – Russian SMEs under institutional uncertainty, in: Journal of International Entrepreneurship Management, Vol. 13, No. 3, S. 905-941.CrossRefGoogle Scholar
  20. Lusch, R. F./Nambisan, S. (2015): Service Innovation – A Service-dominant Logic Perspective, in: MIS Quarterly, Vol. 39, No. 1, S. 155-175.CrossRefGoogle Scholar
  21. Meffert, H./Burmann, C./Kirchgeorg, M. (2014): Marketing – Grundlagen marktorientierter Unternehmensführung, 12. Aufl., Wiesbaden.Google Scholar
  22. Morosan, C./DeFranco, A. (2016): Co-creating value in hotels using mobile devices – A conceptual model with empirical validation, in: International Journal of Hospitality Management, Vol. 52, No. 1, S. 131-142.CrossRefGoogle Scholar
  23. Reymen, I./Berends, H./Oudehand, R./Stultiens, R. (2016): Decision making for business model development – a process study of effectuation and causation in new technology-based ventures, in: R&D Management, Vol. 47, No. 4, S. 595-606.CrossRefGoogle Scholar
  24. Sarasvathy, S. (2008): Effectuation – Elements of Entrepreneurial Expertise, Cheltenham (UK), Northampton (USA).Google Scholar
  25. Sarasvathy, S./Dew, N. (2005): Entrepreneurial Logics for a Technology of Foolishness, in: Scandinavian Journal of Management, Vol. 21, No. 4, S. 385-406.CrossRefGoogle Scholar
  26. Storey, C./Cankurtaran, P./Papastathopoulou, P./Hultink, E. J. (2015): Success Factors for Service Innovation – A Meta-Analyis, in: Journal of Product Innovation Management, Vol. 33, No. 5, S. 527-548.CrossRefGoogle Scholar
  27. Vargo, S. L./Lusch, R. F. (2017): Service-dominant logic 2025, in: International Journal of Research in Marketing, Vol. 34, No. 1, S. 46-67.CrossRefGoogle Scholar
  28. Velu, C./Jacob, A. (2016): Business model innovation and owner–managers – the moderating role of competition, in: R&D Management, Vol. 46, No. 3, S. 451-463.CrossRefGoogle Scholar
  29. Velu, C./Stiles, P. (2013): Managing decision-making and cannibalization for parallel business models, in: Long Range Planning, Vol. 46, No. 6, S. 443-458.CrossRefGoogle Scholar

Copyright information

© Springer Fachmedien Wiesbaden GmbH, ein Teil von Springer Nature 2018

Authors and Affiliations

  1. 1.Campus DresdenSRH Hochschule BerlinDresdenDeutschland
  2. 2.Hochschule für Technik + Wirtschaft DresdenDresdenDeutschland

Personalised recommendations

Cite chapter

Buy options