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Business model innovation can be a key driver to realizing the transformation needed to achieve the United Nations Sustainable Development Goals (SDGs). At the same time, the SDGs can support organizations as they identify and tackle opportunities for business model innovation. This study uses a constructive research method to build a managerial approach that supports business model innovation for the SDGs. The approach helps organizations assess their contribution to the SDGs, explore and prioritize SDG‐oriented business opportunities and risks, and formulate business model innovation strategies accordingly. The proposed approach was developed through participatory action research conducted in collaboration with two companies operating in the medical and educational sectors and then applied to Ørsted, a multinational power company, which is strongly committed to a sustainability‐driven business transformation and aspires to contribute strongly to SDG 7 (Affordable and clean energy) and SDG 13 (Climate action). The study furthers the academic and practical debate on business model innovation for sustainability by providing new academic and practical knowledge on how organizations can use the SDGs to stimulate business model innovations. [ABSTRACT FROM AUTHOR]

Business model innovation (BMI) is especially challenging in rapidly changing environments. When developing a new business model over time, entrepreneurs and managers often find it hard to figure out where to start and what to do next. The success of BMI largely lies in when companies attempt to make changes, as well as what components of the business model to change and in what order. This process can be sometimes biased. As a result, what managers prioritize in their minds and what they act on can be different. Managers must be aware of such differences and consciously manage the development journey over time. This article discusses the BMI process in detail, examining how prioritizing (selective attention) and timing (action attention) can be (un)synchronized, why this happens, and how to maximize learning and avoid learning traps. Based on several longitudinal and in-depth case studies, this work highlights the importance of prioritization and timing with respect to BMI success. [ABSTRACT FROM AUTHOR]

Big Science Organizations (BSOs) increasingly influence innovation and business creation, yet limited knowledge exists currently about how they innovate collaboratively with industrial suppliers. We present five innovation modes in the BSO-supplier relationship; identify pre- and post-contracting challenges for BSOs and suppliers; identify the primary solvers; and highlight the best practices of BSOs, suppliers, and industrial liaison offices to overcome these challenges. Managers at BSOs and industrial suppliers can use the lessons learned to understand fully the fundamentals of collaborative innovation between BSOs and suppliers. [ABSTRACT FROM AUTHOR]

Striving for competitive advantage pushes firms to innovate at a high speed along innovation contingencies and resource limitations they face. Yet, little is known about how management of contingencies such as absorptive capacity or technology radicalness can impact the innovation speed of firms. In this explorative study, we provide new empirical evidence to the innovation speed literature. We examine to what extent innovation speed is affected by organisational, technological, and relational contingencies that preoccupy firms with open innovation practices. Taking the firm perspective, we track innovation timeline and emphasise the complex trade-offs that firms encounter while innovating. Our results show that many of the contingencies, emphasised by the literature promoting innovation, could slow down its speed. Thus, strengthening competitiveness by accommodating contingencies can hinder time-critical adaptations. Furthermore, we find that innovation assets and capabilities can become liabilities for technologically innovative firms. [ABSTRACT FROM AUTHOR]

In this article, we provide a compelling case for demonstrating 'learning-by-licensing,' and we further investigate the moderating effect of specific licensed-knowledge attributes on the innovation performance of licensee firms. This case is based on a unique dataset from the China State of Intellectual Property Office regarding technology-licensing activities and spanning the years 2000-2010. Using this dataset we make a longitudinal analysis of the lagging learning effect that transferee firms experience when they in-license technology. The empirical results from 71 Chinese electronic-industry firms reconfirm the concept of 'learning-by-licensing.' Moreover, the results also indicate that both technology complexity and technology generality, which are attributes of licensed knowledge, have positive moderating effects on the relationship between technology in-licensing and the subsequent innovation performance of licensee firms. However, such a positive moderating effect was not found for the newness of technology. [ABSTRACT FROM AUTHOR]