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Lee, Carmen
Publications (4 of 4) Show all publications
Florén, H., Gabrielsson, J. & Lee, C. (2014). Survival Through Business Model Innovation: A Longitudinal Case Study from the Process Industries. In: : . Paper presented at 14th Annual Conference of the European Academy of Management EURAM 2014, Valencia, Spain, June 4-7, 2014.
Open this publication in new window or tab >>Survival Through Business Model Innovation: A Longitudinal Case Study from the Process Industries
2014 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

It is widely acknowledged that the design and quality of the business model is a main building block in what constitute a successful company. In this paper, we approach the critical question of how firms can successfully renew their business models over time. The aim is to identify the main sequences of events that precede business model innovation and which trigger evolutionary changes in how a firm develops and capture value. Theoretically, we approach business model innovation as an evolutionary phenomenon by emphasizing the dynamic and path dependent aspects of strategic change processes. Empirically, we employ a historical case study where we make an in-depth analysis of a firm in the process industry that has managed to innovate its business model several times since its inception. In all, the study identifies five main sequences of events related to customer value proposition, strategic investments, corporate identity, corporate structure, and value networks.

Keywords
business model innovation, process industries, case study, sequence analysis, metal powder
National Category
Business Administration Production Engineering, Human Work Science and Ergonomics Other Engineering and Technologies not elsewhere specified
Identifiers
urn:nbn:se:hh:diva-27108 (URN)
Conference
14th Annual Conference of the European Academy of Management EURAM 2014, Valencia, Spain, June 4-7, 2014
Projects
RåSt-projektet
Funder
Knowledge Foundation, 20110289
Available from: 2014-11-25 Created: 2014-11-25 Last updated: 2018-03-22Bibliographically approved
Florén, H., Frishammar, J., Lee, C., Ericsson, M. & Gustafsson, S. (2013). A framework for raw materials management in process industries. In: : . Paper presented at R&D Management Conference, Manchester, England, June 26-28 2013.
Open this publication in new window or tab >>A framework for raw materials management in process industries
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2013 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Firms in the process industries manipulate materials properties to produce upgraded raw materials for applications and products upstream in a supply chain. About 25% of the most research intensive firms in the world belong to the process industries, so proper management of raw materials is a key concern for many firms. This article explores the concept of “raw materials management”. By studying the current world leader in powder metallurgy, the Höganäs Corporation, the article describes the external and internal factors impacting how raw materials are managed, and how raw material issues affect different aspects of firm performance. Managerial implications are presented elaborating three key-areas that firms should deal with when developing a strategic approach to raw materials management.

National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-24039 (URN)
Conference
R&D Management Conference, Manchester, England, June 26-28 2013
Funder
Knowledge Foundation
Available from: 2013-12-02 Created: 2013-12-02 Last updated: 2018-03-22Bibliographically approved
Florén, H., Gabrielsson, J. & Lee, C. (2013). Survival through Business Model Innovation: A Longitudinal Case Study from the Process Industries. In: : . Paper presented at The 6th ISPIM Innovation Symposium, Melbourne, Australia, December 8-11.
Open this publication in new window or tab >>Survival through Business Model Innovation: A Longitudinal Case Study from the Process Industries
2013 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Itis widely acknowledged that the design and quality of the business model is amain building block in what constitute a successful company. In this paper, weapproach the critical question of how firms can successfully renew theirbusiness models over time. The aim is to identify the main sequences of eventsthat precede business model innovation and which trigger evolutionary changesin how a firm develops and capture value. Theoretically, we approach businessmodel innovation as an evolutionary phenomenon by emphasizing the dynamic andpath dependent aspects of strategic change processes. Empirically, we employ ahistorical case study where we make an in-depth analysis of a firm in theprocess industry that has managed to innovate its business model several timessince its inception. In all, the study identifies five main sequences of eventsrelated to customer value proposition, strategic investments, corporateidentity, corporate structure, and value networks.

Keywords
Business model innovation, process industries, case study, sequence analysis, metal powder.
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-24038 (URN)
Conference
The 6th ISPIM Innovation Symposium, Melbourne, Australia, December 8-11
Funder
Knowledge Foundation
Available from: 2013-12-02 Created: 2013-12-02 Last updated: 2018-03-22Bibliographically approved
Florén, H. & Lee, C. (2013). The Business Model and Supply Strategy: What is the Connection between them?. In: Proceeding of 20th International Annual EurOMA Conference, Dublin, Ireland: . Paper presented at 20th EurOMA Conference, Dublin, Ireland, June 9-12, 2013.
Open this publication in new window or tab >>The Business Model and Supply Strategy: What is the Connection between them?
2013 (English)In: Proceeding of 20th International Annual EurOMA Conference, Dublin, Ireland, 2013Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

An assumption of this paper is that investments in business model development are only beneficial when firms understand how to deal with both customer and supplier interdependencies. We argue that an inadequate understanding of how to align supply strategy and business model design has hampered knowledge development within business model research.

We review the literatures on business models and supply strategy to identify the conceptual intersection between these interrelated areas. We synthesize the fields of supply strategy and business model research to provide to an improved understanding of firms should incorporate a supply perspective in business model design.

Keywords
Business model, supply strategy, value creation with suppliers
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-24041 (URN)
Conference
20th EurOMA Conference, Dublin, Ireland, June 9-12, 2013
Funder
Knowledge Foundation
Available from: 2013-12-02 Created: 2013-12-02 Last updated: 2018-03-22Bibliographically approved
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