Managing business model creation process: Kirznerian entrepreneurship and the role of organisation in cases of a Japanese company Online publication date: Tue, 30-Sep-2014
by Masamichi Ishii; Kanji Ueda; Hideaki Takeda; Takeshi Takenaka; Nariaki Nishino; Akihiko Utahara
World Review of Entrepreneurship, Management and Sustainable Development (WREMSD), Vol. 10, No. 4, 2014
Abstract: This research has explored the creation process of new business models and the role of organisation in that process, in order to enhance the knowledge about how to create a new business model effectively. The multiple case-study method was applied to this research. The samples are four new business models which have been developed at a SOGO-SHOSYA, a Japanese company in recent years. We found that the creation process of a new business model is entrepreneurial process in all the cases and that those entrepreneurial activities are conducted based on not the Schumpeterian but the Kirznerian theory. We also found that there are common management practices to encourage Kirznerian entrepreneurship, which led to the creation of the new business models. Based on those findings, we have proposed propositions on how to create a new business model effectively.
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