Learning Networks for Knowledge Coproduction on Business Model Innovation in Wind Energy Industry

Established firms find it difficult to innovate their business models. However, research suggests different approaches to overcome this. One of those is learning network. Research has also shown that learning networks can be used as an arena to coproduce knowledge between academia and industry. In this article, the authors provide an understanding of how learning networks can be used to improve the quality of knowledge coproduction on business model innovation and suggest a framework that can be used to facilitate knowledge coproduction related to business model innovation in the context of maintenance services for wind energy industry. The article suggests that learning networks are an appropriate approach not only to address practical problems but also to develop theoretical understanding of how organizational inertia related to business model innovation could be overcome and what are the benefits for the involved participants.

[1]  G. Bateson.  Steps to an Ecology of Mind , 1972 .

[2]  D. Kolb.  Experiential Learning: Experience as the Source of Learning and Development , 1983 .

[3]  Eric Trist,et al.  Referent Organizations and the Development of Inter-Organizational Domains , 1983 .

[4]  Mark S. Granovetter.  Economic Action and Social Structure: The Problem of Embeddedness , 1985, American Journal of Sociology.

[5]  D. Teece.  Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy , 1993 .

[6]  J. Burgoyne,et al.  The Learning Company: A Strategy for Sustainable Development , 1994 .

[7]  C. Argyris.  Double Loop Learning in Organizations , 1996 .

[8]  John Bessant,et al.  Using Learning Networks to Help Improve Manufacturing Competitiveness , 1999 .

[9]  M. Porter.  Location, Competition, and Economic Development: Local Clusters in a Global Economy , 2000 .

[10]  H. Chesbrough,et al.  The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation's Technology Spin-Off Companies , 2002 .

[11]  A. Neely,et al.  Networking and Innovation: A Systematic Review of the Evidence , 2004 .

[12]  Alexander Osterwalder,et al.  The business model ontology a proposition in a design science approach , 2004 .

[13]  John Bessant,et al.  Developing learning networks , 2005, AI & SOCIETY.

[14]  Stephan Billinger,et al.  Special Issue: Organizational Design: Designing the Boundaries of the Firm: From "Make, Buy, or Ally" to the Dynamic Benefits of Vertical Architecture , 2006, Organ. Sci..

[15]  James Richardson,et al.  Is the Business Model a Useful Strategic Concept? Conceptual, Theoretical, and Empirical Insights , 2006 .

[16]  L. Bertling,et al.  Maintenance Management of Wind Power Systems Using Condition Monitoring Systems—Life Cycle Cost Analysis for Two Case Studies , 2007, IEEE Transactions on Energy Conversion.

[17]  Bj⊘rn Asheim,et al.  Constructing knowledge-based regional advantage: Implications for regional innovation policy , 2007 .

[18]  Fawzi Halila,et al.  Networks as a means of supporting the adoption of organizational innovations in SMEs: the case of Environmental Management Systems (EMSs) based on ISO 14001 , 2007 .

[19]  P. Bergh.  Swedish inter-organisational learning network: outcomes in three dimensions , 2008 .

[20]  Raphael Amit,et al.  Designing Your Future Business Model: An Activity System Perspective , 2009 .

[21]  Harry Boer,et al.  From single firm to network-based business model innovation , 2010 .

[22]  Kristofer Larsson,et al.  Gone with the Wind : The economic impact of disruptions A study of service and maintenance in the Swedish wind power market , 2010 .

[23]  Mark W. Johnson,et al.  Seizing the White Space: Business Model Innovation for Growth and Renewal , 2010 .

[24]  Y. Pigneur,et al.  Business Model Generation , 2010 .

[25]  H. Chesbrough.  Business Model Innovation: Opportunities and Barriers , 2010 .

[26]  Raphael Amit,et al.  Business Model Design: An Activity System Perspective , 2010 .

[27]  D. Teece.  Business Models, Business Strategy and Innovation , 2010 .

[28]  Yves Pigneur,et al.  Business Model Generation: A handbook for visionaries, game changers and challengers , 2010 .

[29]  Geoffrey Jones,et al.  Historical Trajectories and Corporate Competences in Wind Energy , 2011 .

[30]  R. Amit,et al.  The Business Model: Recent Developments and Future Research , 2011 .

[31]  Rasmus Lema,et al.  Competition and Cooperation between Europe and China in the Wind Power Sector , 2011 .

[32]  M. Loock.  Going beyond best technology and lowest price: on renewable energy investors’ preference for service-driven business models , 2012 .

[33]  Magnus Holmén,et al.  "Business model innovation and organizational inertia: costly signals, capabilities and users" , 2013 .

[34]  Mike Danilovic,et al.  The Clash of Business Models in Emerging Economies The Case of Wind Energy Industry in Africa , 2013 .

[35]  Fawzi Halila,et al.  Creating synergies between SMEs and universities for ISO 14001 certification , 2013 .

[36]  S. Lambert,et al.  Applications of the business model in studies of enterprise success, innovation and classification: An analysis of empirical research from 1996 to 2010 , 2013 .

[37]  J. Holmström,et al.  Managing research and innovation networks: Evidence from a government sponsored cross-industry program , 2014 .