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Olsson, L., Fallahi, S., Schnurr, M., Diener, D. & van Loon, P. (2018). Circular Business Models for Extended EV Battery Life. Batteries, 4(4), Article ID 57.
Open this publication in new window or tab >>Circular Business Models for Extended EV Battery Life
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2018 (English)In: Batteries, ISSN 2313-0105, Vol. 4, no 4, article id 57Article in journal (Refereed) Published
Abstract [en]

In the near future, a large volume of electric vehicle (EV) batteries will reach their end-of-life in EVs. However, they may still retain capacity that could be used in a second life, e.g., for a second use in an EV, or for home electricity storage, thus becoming part of the circular economy instead of becoming waste. The aim of this paper is to explore second life of EV batteries to provide an understanding of how the battery value chain and related business models can become more circular. We apply qualitative research methods and draw on data from interviews and workshops with stakeholders, to identify barriers to and opportunities for second use of EV batteries. New business models are conceptualized, in which increased economic viability of second life and recycling and increased business opportunities for stakeholders may lead to reduced resource consumption. The results show that although several stakeholders see potential in second life, there are several barriers, many of which are of an organizational and cognitive nature. The paper concludes that actors along the battery value chain should set up new collaborations with other actors to be able to benefit from creating new business opportunities and developing new business models together.

Keywords
electric vehicles, reuse, recycling, electricity storage, business models, circular economy
National Category
Energy Systems
Identifiers
urn:nbn:se:ri:diva-36096 (URN)10.3390/batteries4040057 (DOI)
Projects
Extended EV battery life: improving the value chain
Funder
Vinnova, 2017-03163
Available from: 2018-11-09 Created: 2018-11-09 Last updated: 2019-06-27Bibliographically approved
Fallahi, S. (2018). In Search of a Route Map: Exploring Business Model Innovation Processes in Established Firms. In: Academy of Management Proceedings: . Paper presented at Academy of Management Annual Meeting. , 1
Open this publication in new window or tab >>In Search of a Route Map: Exploring Business Model Innovation Processes in Established Firms
2018 (English)In: Academy of Management Proceedings, 2018, Vol. 1Conference paper, Published paper (Refereed)
Abstract [en]

Since the millennium, discussion of business models as important vehicles and sources of innovation has increased. This paper explores the process of business model innovation in seven established firms from various industries. The findings provide evidence that business model innovation can follow a purposeful, or an unintentional and emerging process. Purposeful business model innovation occurs under conditions of perceived threats and is characterized by greater uncertainty, and the parallel design and implementation of several new business model elements that are organized in a separate business. The analyses reveal also that when embarking on the emerging process, the intention of managers was not necessarily to renew the firm's business model but rather to work on the design and development of a new value proposition. However, the complementarities among business model elements directed their attention to the changes required in other business model elements which ultimately resulted in a new business model as the process outcome. The main contribution of this paper is therefore to business model research by providing an explanatory, rather than prescriptive, approach to the process of business model innovation.

Keywords
Business model innovation; process; innovation management; strategy; case study
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:ri:diva-36336 (URN)10.5465/AMBPP.2018.14850abstract (DOI)
Conference
Academy of Management Annual Meeting
Available from: 2018-11-19 Created: 2018-11-19 Last updated: 2019-10-21Bibliographically approved
Björkdahl, J., Fallahi, S. & Holmén, M. (2018). Organizing for parallel business models in established firms. In: Academy of Management Proceedings: . Paper presented at Academy of Management Annual Meeting. , 1
Open this publication in new window or tab >>Organizing for parallel business models in established firms
2018 (English)In: Academy of Management Proceedings, 2018, Vol. 1Conference paper, Published paper (Refereed)
Abstract [en]

Prior business model innovation research has paid little attention to the various choices and decisions of organizing for parallel business models. This paper explores how established firms organize for new business models that are to be run in parallel with their primary business model. Empirically we study how Skanska and IKEA, two multinational corporations developed new business models by industrializing construction. Neither full separation nor full integration was a panacea for how to organize a new business model running in parallel with the primary because the firms were unable to determine what to organizationally integrate or separate prior to implementation of the new business model. The paper argues that firms are unlikely to know how to organize for parallel business models before they know how the new business model will operate.

Keywords
Business model, innovation, implementation, collaboration, ambidexterity
National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:ri:diva-36337 (URN)10.5465/AMBPP.2018.14950abstract (DOI)
Conference
Academy of Management Annual Meeting
Available from: 2018-11-19 Created: 2018-11-19 Last updated: 2019-10-21Bibliographically approved
Dopfer, M., Fallahi, S., Kirchberger, M. & Gassmann, O. (2017). Adapt and strive: How ventures under resource constraints create value through business model adaptations. Creativity and Innovation Management
Open this publication in new window or tab >>Adapt and strive: How ventures under resource constraints create value through business model adaptations
2017 (English)In: Creativity and Innovation Management, ISSN 0963-1690, E-ISSN 1467-8691Article in journal (Refereed) Published
Abstract [en]

This paper looks into how new ventures organize their business models in order to meet their available resources. It employs the business model as the unit of analysis to investigate the role and nature of business model adaptation as a coping mechanism with resource constraints. By drawing on a case study with two ventures starting with different resources, the paper shows how those ventures use business model adaptation under resource constraints as a way to create comparable offerings. Business model adaptation involves a process of continuous search, selection, and improvement in value creation, value proposition, and value capture, based on the surrounding environment. For the two new ventures included in this study, early business model adaptations were related to (1) market — geography and customer, (2) strategy — marketing, sales, and growth, (3) profit — profit formula and cost structure, and (4) structures, processes, and capabilities. This paper also shows how the adaptation process is conditioned by the venture's stock and flow of resources. Bringing a resource perspective into the process of business model adaptation implies practical implications for new ventures that are developing and adapting their business models to strategically co‐develop their offering with their resources such that they match required adaptations. 

National Category
Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:ri:diva-40572 (URN)10.1111/caim.12218 (DOI)
Available from: 2019-10-21 Created: 2019-10-21 Last updated: 2019-10-21
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-4820-5104

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