We are pleased to announce that the following three articles co-authored by ITEM-HSG researchers were also recently accepted for publication in leading academic journals.
"Startups versus incumbents in ‘green’ industry transformations: A comparative study of business model archetypes in the electrical power sector" (Link for full access) co-authored by Maximilian Palmié, Jonas Boehm, Jonas Friedrich, Jonas Kahlert, Oliver Gassmann, and others was accepted for publication in Industrial Marketing Management. The study explores the differential roles that startups and incumbents play in disruptive industry transformations that increase the sustainability of the respective industry. In so doing, it derives business model archetypes in the electrical power sector from an analysis of 280 startups and incumbents in three selected countries - USA, UK, and India. The article undertakes a comparative analysis of startups and incumbents based on the empirically distilled business model archetypes and develops propositions on startups, incumbents, and business models in industry transformations.
"How AI capabilities enable business model innovation: Scaling AI through co-evolutionary processes and feedback loops" (Link for full access) co-authored by Maximilian Palmié was accepted for publication in the Journal of Business Research. The study explores how manufacturing firms can develop AI capabilities and innovate their business models to scale AI in digital servitization. The findings reveal three sets of critical AI capabilities: data pipeline, algorithm development, and AI democratization.
"Open innovation for institutional entrepreneurship: how incumbents induce institutional change to advance autonomous driving" (Link for full access) co-authored by Prof. Dr. Oliver Gassmann and Prof. Dr. Maximilian Palmié was accepted for publication in R&D Management. Given that efforts to induce institutional change in favor of new technologies are increasingly critical for innovative firms, the study explores how German automotive firms induce change that accommodates autonomous driving (AD) solutions. The authors identify ten practices employed by innovating incumbents in the three steps of creating saliency for change, mitigating reservations against the desired change, and institutionalizing it.
