Research Article
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Year 2022, Volume: 9 Issue: 3, 133 - 146, 30.09.2022

Mustafa Dayıoglu Fatma Kusku

https://doi.org/10.17261/Pressacademia.2022.1625

Abstract

References

  • Achtenhagen, L., Melin, L. and Naldi, L. (2013). Dynamics of Business Models – Strategizing, Critical Capabilities and Activities for Sustained Value Creation. Long Range Planning, 46(6), 427–442. DOI:10.1016/J.LRP.2013.04.002
  • Aiken, L. S. and West, S. G. (1991). Multiple Regression: Testing and Interpreting Interactions. SAGE Publications, Newbury Park, ISBN: 0- 7619-0712-2.
  • Amit, R. and Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6–7), 493–520. DOI:10.1002/smj.187
  • Armstrong, C. E. and Shimizu, K. (2007). A review of approaches to empirical research on the resource-based view of the firm. Journal of Management, 33(6), 959–986. DOI:10.1177/0149206307307645
  • Aspara, J., Lamberg, J. A., Laukia, A. and Tikkanen, H. (2013). Corporate business model transformation and inter-organizational cognition: The case of nokia. Long Range Planning, 46(6), 459–474. DOI:10.1016/j.lrp.2011.06.001
  • Atuahene-Gima, K., Li, H. and De Luca, L. M. (2006). The contingent value of marketing strategy innovativeness for product development performance in Chinese new technology ventures. Industrial Marketing Management, 35(3), 359–372. DOI:10.1016/J.INDMARMAN.2005.05.017
  • Augusto, M. and Coelho, F. (2009). Market orientation and new-to-the-world products: Exploring the moderating effects of innovativeness, competitive strength, and environmental forces. Industrial Marketing Management, 38(1), 94–108. DOI:10.1016/J.INDMARMAN.2007.09.007
  • Barberis, N. C. (2013). Thirty Years of Prospect Theory in Economics: A Review and Assessment. Journal of Economic Perspectives, 27(1), 173–96. DOI:10.1257/JEP.27.1.173
  • Bashir, M. and Verma, R. (2019). Internal factors & consequences of business model innovation. Management Decision, 57(1), 262–290. DOI:10.1108/MD-11-2016-0784
  • Bouncken, R. B. and Fredrich, V. (2016). Business model innovation in alliances: Successful configurations. Journal of Business Research, 69(9), 3584–3590. DOI:10.1016/J.JBUSRES.2016.01.004
  • Chesbrough, H. (2006). Open Business Models: How to Thrive in the New Innovation Landscape. Harward Business School Presss, Boston, ISBN: 978-1-4221-0427-9.
  • Chesbrough, H. (2007). Business model innovation: It’s not just about technology anymore. Strategy and Leadership, 35(6), 12–17. DOI:10.1108/10878570710833714/FULL/PDF
  • Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2–3), 354–363. DOI:10.1016/j.lrp.2009.07.010
  • Chesbrough, H. and Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555. DOI: 10.1093/icc/11.3.529
  • Chesbrough, H. W. and Garman, A. R. (2009). How open innovation can help you cope in lean times. Harvard Business Review, 87(12), 68– 76, 128. DOI:10.1109/EMR.2012.6291580
  • Clauss, T., Abebe, M., Tangpong, C. and Hock, M. (2019). Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation. IEEE Transactions on Engineering Management, 68(3), 767–784. DOI:10.1109/TEM.2019.2910381
  • Cohen, J. (1988). Statistical Power Analysis for the Behavioral Sciences. Statistical Power Analysis for the Behavioral Sciences. Routledge, New York, ISBN: 978--0-2037-715-87.
  • Cohen, W. M. and Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), 128. DOI:10.2307/2393553
  • Cooper, R. G. and Edgett, S. J. (2010). Developing a product innovation and technology strategy for your business. IEEE Engineering Management Review, 38(4), 101–109. DOI:10.1109/EMR.2010.5645762
  • Day, G. S. and Wensley, R. (1998). Assessing Advantage: A Framework for Diagnosing Competitive Superiority: https://DOI.org/10.1177/002224298805200201, 52(2), 1–20. DOI:10.1177/002224298805200201
  • Dayıoğlu, M. and Küskü, F. (2021). Collective Leadership and Innovative Value Creation Relationship Under Influence of Technological Turbulence. 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication içinde (ss. 202–212). European Publisher. DOI:10.15405/epsbs.2021.02.18
  • Doz, Y. and Kosonen, M. (2008). The dynamics of strategic agility: Nokia’s rollercoaster experience. California Management Review, 50(3), 95–118. DOI:10.2307/41166447
  • Doz, Y. L. and Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–382. DOI:10.1016/j.lrp.2009.07.006
  • Franke, G. and Sarstedt, M. (2019). Heuristics versus statistics in discriminant validity testing: a comparison of four procedures. Internet Research, 29(3), 430–447. DOI:10.1108/INTR-12-2017-0515/FULL/PDF
  • García-Villaverde, P. M., Ruiz-Ortega, M. J. and Ignacio Canales, J. (2013). Entrepreneurial orientation and the threat of imitation: The influence of upstream and downstream capabilities. European Management Journal, 31(3), 263–277. DOI:10.1016/J.EMJ.2012.11.006
  • Giesen, E., Berman, S. J., Bell, R. and Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy and Leadership, 35(6), 27–33. DOI:10.1108/10878570710833732/FULL/PDF
  • Giudice, M. Del and Maggioni, V. (2014). Managerial practices and operative directions of knowledge management within inter-firm networks: A global view. Journal of Knowledge Management, 18(5), 841–846. DOI:10.1108/JKM-06-2014-0264/FULL/PDF
  • Hair, J. F., Howard, M. C. and Nitzl, C. (2020). Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. Journal of Business Research, 109, 101–110. DOI:10.1016/j.jbusres.2019.11.069
  • Hair, J. F., Ringle, C. M. and Sarstedt, M. (2011). Journal of Marketing Theory and Practice PLS-SEM: Indeed a Silver Bullet. Journal of Marketing Theory and Practice, 19(2), 139–152. DOI:10.2753/MTP1069-6679190202
  • Hair, J. F., Sarstedt, M., Hopkins, L. and Kuppelwieser, V. G. (2014). Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research. European Business Review, 26(2), 106–121. DOI:10.1108/EBR-10-2013-0128/FULL/PDF
  • Hock, M., Clauss, T. and Schulz, E. (2016). The impact of organizational culture on a firm’s capability to innovate the business model. R and D Management, 46(3), 433–450. DOI:10.1111/radm.12153
  • Huang, H. C., Lai, M. C., Kao, M. C. and Chen, Y. C. (2012). Target Costing, Business Model Innovation, and Firm Performance: An Empirical Analysis of Chinese Firms. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 29(4), 322– 335. DOI:10.1002/CJAS.1229
  • Hung, K. P. and Chou, C. (2013). The impact of open innovation on firm performance: The moderating effects of internal R&D and environmental turbulence. Technovation, 33(10–11), 368–380. DOI:10.1016/J.TECHNOVATION.2013.06.006
  • Hurley, R. F. and Hult, G. T. M. (1998). Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination. Journal of Marketing, 62(3), 42–54. DOI:10.1177/002224299806200303
  • Jansen, J. J. P., Van Den Bosch, F. A. J. and Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661–1674. DOI:10.1287/MNSC.1060.0576
  • Jaworski, B. J. and Kohli, A. K. (1993). Market Orientation: Antecedents and Consequences: Journal of Marketing, 57(3), 53–70. DOI:10.1177/002224299305700304
  • Jegers, M. (1991). Prospect Theory and The Risk-Return Relation: Some Belgian Evidence. Academy of Management Journal, 34(1), 215– 225. DOI:10.5465/256309
  • Johnson, M. W. (2010). Seizing the White Space: Business Model Innovation for Growth and Renewal. Harward Business Press, Boston, ISBN: 978-1-4221-2481-9.
  • Junni, P., Sarala, R. M., Tarba, S. Y. and Weber, Y. (2015). The Role of Strategic Agility in Acquisitions. British Journal of Management, 26(4), 596–616. DOI:10.1111/1467-8551.12115
  • Klarin, A. (2019). Mapping product and service innovation: A bibliometric analysis and a typology. Technological Forecasting and Social Change, 149, 119776. DOI:10.1016/J.TECHFORE.2019.119776
  • Li, T. and Calantone, R. J. (1998). The Impact of Market Knowledge Competence on New Product Advantage: Conceptualization and Empirical Examination: Journal of Marketing, 62(4), 13–29. DOI:10.1177/002224299806200402
  • Lumpkin, G. T. and Dess, G. G. (2001). Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. Journal of Business Venturing, 16(5), 429–451. DOI:10.1016/S0883-9026(00)00048-3
  • MacKenzie, S. B., Podsakoff, P. M. and Podsakoff, N. P. (2011). Construct measurement and validation procedures in MIS and behavioral research: Integrating new and existing techniques. MIS Quarterly: Management Information Systems, 35(2), 293–334. DOI:10.2307/23044045
  • Massa, L., Tucci, C. L. and Afuah, A. (2016). A Critical Assessment of Business Model Research. Academy of Management Journal, 11(1), 73– 104. DOI:10.5465/ANNALS.2014.0072
  • Morgan, N. A. (2012). Marketing and business performance. Journal of the Academy of Marketing Science, 40(1), 102–119. DOI:10.1007/S11747-011-0279-9/FIGURES/1
  • Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challangers. John Wiley & Sons, New Jersey, ISBN: 978-0470-87641.
  • Pohle, G. and Chapman, M. (2006). IBM’s global CEO report 2006: Business model innovation matters. Strategy and Leadership, 34(5), 34– 40. DOI:10.1108/10878570610701531/FULL/PDF
  • Preacher, K. J. and Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods 2008 40:3, 40(3), 879–891. DOI:10.3758/BRM.40.3.879
  • Saebi, T., Lien, L. and Foss, N. J. (2017). What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation. Long Range Planning, 50(5), 567–581. DOI:10.1016/J.LRP.2016.06.006
  • Sarstedt, M., Ringle, C. M., Smith, D., Reams, R. and Hair, J. F. (2014). Partial least squares structural equation modeling (PLS-SEM): A useful tool for family business researchers. Journal of Family Business Strategy, 5(1), 105–115. DOI:10.1016/J.JFBS.2014.01.002
  • Song, M., Droge, C., Hanvanich, S. and Calantone, R. (2005). Marketing and technology resource complementarity: an analysis of their interaction effect in two environmental contexts. Strategic Management Journal, 26(3), 259–276. DOI:10.1002/SMJ.450
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UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES

Year 2022, Volume: 9 Issue: 3, 133 - 146, 30.09.2022

Mustafa Dayıoglu Fatma Kusku

https://doi.org/10.17261/Pressacademia.2022.1625

Abstract

Purpose- In order to survive, enterprises need to adapt their existing capacities and capabilities to changes in the environment, organize to
meet the demands of their stakeholders, and develop sustainable competitive strategies. Because of this necessity, enterprises are trying to
make innovations in their value creation constructs. The main purpose of this study is to try to understand the renewal of value creation
activities, which has a significant impact on business performance, in an environment of technological turbulences that lead to threats or
opportunities for enterprises.
Methodology-This study examines value creation activities within the framework of the concepts of collective commitment between
employees and organizational performance in the organization, through a model developed based on the findings in the relevant literature.
The study was carried out in Turkey, which is trying to update its existing products and services according to the demands of its customers
by using advanced technologies instead of improving technology. The data for the study were collected from the organizations that are
involved in research and development activities and benefit from government incentives for this by using a questionnaire created originally.
Findings- According to the analysis, regardless of the lines of business, both collective commitment positively affects the renewal of value
creation activities of the enterprise and the renewal of value creation activities positively affects the performance of enterprises. Although
technological turbulences in the market strengthen the relationship between collective commitment and renewal of value creation activities
in labor-intensive lines of business, this effect was not observed in technology-intensive lines of business.
Conclusion- As a result, it is understood that the perception of environmental factors such as technological turbulences as threats or
opportunities and the renewal of value creation activities in enterprises are closely related. The findings of this research conducted in Turkey,
which is influenced by both eastern and western cultures, will be important both for businesses operating in Turkey and in similar countries
trying to get out of the developing country position.

Keywords

Value creation activities collective commitment technology-intensive business lines labor-intensive business lines emerging countries

References

  • Achtenhagen, L., Melin, L. and Naldi, L. (2013). Dynamics of Business Models – Strategizing, Critical Capabilities and Activities for Sustained Value Creation. Long Range Planning, 46(6), 427–442. DOI:10.1016/J.LRP.2013.04.002
  • Aiken, L. S. and West, S. G. (1991). Multiple Regression: Testing and Interpreting Interactions. SAGE Publications, Newbury Park, ISBN: 0- 7619-0712-2.
  • Amit, R. and Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6–7), 493–520. DOI:10.1002/smj.187
  • Armstrong, C. E. and Shimizu, K. (2007). A review of approaches to empirical research on the resource-based view of the firm. Journal of Management, 33(6), 959–986. DOI:10.1177/0149206307307645
  • Aspara, J., Lamberg, J. A., Laukia, A. and Tikkanen, H. (2013). Corporate business model transformation and inter-organizational cognition: The case of nokia. Long Range Planning, 46(6), 459–474. DOI:10.1016/j.lrp.2011.06.001
  • Atuahene-Gima, K., Li, H. and De Luca, L. M. (2006). The contingent value of marketing strategy innovativeness for product development performance in Chinese new technology ventures. Industrial Marketing Management, 35(3), 359–372. DOI:10.1016/J.INDMARMAN.2005.05.017
  • Augusto, M. and Coelho, F. (2009). Market orientation and new-to-the-world products: Exploring the moderating effects of innovativeness, competitive strength, and environmental forces. Industrial Marketing Management, 38(1), 94–108. DOI:10.1016/J.INDMARMAN.2007.09.007
  • Barberis, N. C. (2013). Thirty Years of Prospect Theory in Economics: A Review and Assessment. Journal of Economic Perspectives, 27(1), 173–96. DOI:10.1257/JEP.27.1.173
  • Bashir, M. and Verma, R. (2019). Internal factors & consequences of business model innovation. Management Decision, 57(1), 262–290. DOI:10.1108/MD-11-2016-0784
  • Bouncken, R. B. and Fredrich, V. (2016). Business model innovation in alliances: Successful configurations. Journal of Business Research, 69(9), 3584–3590. DOI:10.1016/J.JBUSRES.2016.01.004
  • Chesbrough, H. (2006). Open Business Models: How to Thrive in the New Innovation Landscape. Harward Business School Presss, Boston, ISBN: 978-1-4221-0427-9.
  • Chesbrough, H. (2007). Business model innovation: It’s not just about technology anymore. Strategy and Leadership, 35(6), 12–17. DOI:10.1108/10878570710833714/FULL/PDF
  • Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2–3), 354–363. DOI:10.1016/j.lrp.2009.07.010
  • Chesbrough, H. and Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529–555. DOI: 10.1093/icc/11.3.529
  • Chesbrough, H. W. and Garman, A. R. (2009). How open innovation can help you cope in lean times. Harvard Business Review, 87(12), 68– 76, 128. DOI:10.1109/EMR.2012.6291580
  • Clauss, T., Abebe, M., Tangpong, C. and Hock, M. (2019). Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation. IEEE Transactions on Engineering Management, 68(3), 767–784. DOI:10.1109/TEM.2019.2910381
  • Cohen, J. (1988). Statistical Power Analysis for the Behavioral Sciences. Statistical Power Analysis for the Behavioral Sciences. Routledge, New York, ISBN: 978--0-2037-715-87.
  • Cohen, W. M. and Levinthal, D. A. (1990). Absorptive Capacity: A New Perspective on Learning and Innovation. Administrative Science Quarterly, 35(1), 128. DOI:10.2307/2393553
  • Cooper, R. G. and Edgett, S. J. (2010). Developing a product innovation and technology strategy for your business. IEEE Engineering Management Review, 38(4), 101–109. DOI:10.1109/EMR.2010.5645762
  • Day, G. S. and Wensley, R. (1998). Assessing Advantage: A Framework for Diagnosing Competitive Superiority: https://DOI.org/10.1177/002224298805200201, 52(2), 1–20. DOI:10.1177/002224298805200201
  • Dayıoğlu, M. and Küskü, F. (2021). Collective Leadership and Innovative Value Creation Relationship Under Influence of Technological Turbulence. 9th International Conference on Leadership, Technology, Innovation and Business Management: Leadership, Innovation, Media and Communication içinde (ss. 202–212). European Publisher. DOI:10.15405/epsbs.2021.02.18
  • Doz, Y. and Kosonen, M. (2008). The dynamics of strategic agility: Nokia’s rollercoaster experience. California Management Review, 50(3), 95–118. DOI:10.2307/41166447
  • Doz, Y. L. and Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–382. DOI:10.1016/j.lrp.2009.07.006
  • Franke, G. and Sarstedt, M. (2019). Heuristics versus statistics in discriminant validity testing: a comparison of four procedures. Internet Research, 29(3), 430–447. DOI:10.1108/INTR-12-2017-0515/FULL/PDF
  • García-Villaverde, P. M., Ruiz-Ortega, M. J. and Ignacio Canales, J. (2013). Entrepreneurial orientation and the threat of imitation: The influence of upstream and downstream capabilities. European Management Journal, 31(3), 263–277. DOI:10.1016/J.EMJ.2012.11.006
  • Giesen, E., Berman, S. J., Bell, R. and Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy and Leadership, 35(6), 27–33. DOI:10.1108/10878570710833732/FULL/PDF
  • Giudice, M. Del and Maggioni, V. (2014). Managerial practices and operative directions of knowledge management within inter-firm networks: A global view. Journal of Knowledge Management, 18(5), 841–846. DOI:10.1108/JKM-06-2014-0264/FULL/PDF
  • Hair, J. F., Howard, M. C. and Nitzl, C. (2020). Assessing measurement model quality in PLS-SEM using confirmatory composite analysis. Journal of Business Research, 109, 101–110. DOI:10.1016/j.jbusres.2019.11.069
  • Hair, J. F., Ringle, C. M. and Sarstedt, M. (2011). Journal of Marketing Theory and Practice PLS-SEM: Indeed a Silver Bullet. Journal of Marketing Theory and Practice, 19(2), 139–152. DOI:10.2753/MTP1069-6679190202
  • Hair, J. F., Sarstedt, M., Hopkins, L. and Kuppelwieser, V. G. (2014). Partial least squares structural equation modeling (PLS-SEM): An emerging tool in business research. European Business Review, 26(2), 106–121. DOI:10.1108/EBR-10-2013-0128/FULL/PDF
  • Hock, M., Clauss, T. and Schulz, E. (2016). The impact of organizational culture on a firm’s capability to innovate the business model. R and D Management, 46(3), 433–450. DOI:10.1111/radm.12153
  • Huang, H. C., Lai, M. C., Kao, M. C. and Chen, Y. C. (2012). Target Costing, Business Model Innovation, and Firm Performance: An Empirical Analysis of Chinese Firms. Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l’Administration, 29(4), 322– 335. DOI:10.1002/CJAS.1229
  • Hung, K. P. and Chou, C. (2013). The impact of open innovation on firm performance: The moderating effects of internal R&D and environmental turbulence. Technovation, 33(10–11), 368–380. DOI:10.1016/J.TECHNOVATION.2013.06.006
  • Hurley, R. F. and Hult, G. T. M. (1998). Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination. Journal of Marketing, 62(3), 42–54. DOI:10.1177/002224299806200303
  • Jansen, J. J. P., Van Den Bosch, F. A. J. and Volberda, H. W. (2006). Exploratory Innovation, Exploitative Innovation, and Performance: Effects of Organizational Antecedents and Environmental Moderators. Management Science, 52(11), 1661–1674. DOI:10.1287/MNSC.1060.0576
  • Jaworski, B. J. and Kohli, A. K. (1993). Market Orientation: Antecedents and Consequences: Journal of Marketing, 57(3), 53–70. DOI:10.1177/002224299305700304
  • Jegers, M. (1991). Prospect Theory and The Risk-Return Relation: Some Belgian Evidence. Academy of Management Journal, 34(1), 215– 225. DOI:10.5465/256309
  • Johnson, M. W. (2010). Seizing the White Space: Business Model Innovation for Growth and Renewal. Harward Business Press, Boston, ISBN: 978-1-4221-2481-9.
  • Junni, P., Sarala, R. M., Tarba, S. Y. and Weber, Y. (2015). The Role of Strategic Agility in Acquisitions. British Journal of Management, 26(4), 596–616. DOI:10.1111/1467-8551.12115
  • Klarin, A. (2019). Mapping product and service innovation: A bibliometric analysis and a typology. Technological Forecasting and Social Change, 149, 119776. DOI:10.1016/J.TECHFORE.2019.119776
  • Li, T. and Calantone, R. J. (1998). The Impact of Market Knowledge Competence on New Product Advantage: Conceptualization and Empirical Examination: Journal of Marketing, 62(4), 13–29. DOI:10.1177/002224299806200402
  • Lumpkin, G. T. and Dess, G. G. (2001). Linking two dimensions of entrepreneurial orientation to firm performance: The moderating role of environment and industry life cycle. Journal of Business Venturing, 16(5), 429–451. DOI:10.1016/S0883-9026(00)00048-3
  • MacKenzie, S. B., Podsakoff, P. M. and Podsakoff, N. P. (2011). Construct measurement and validation procedures in MIS and behavioral research: Integrating new and existing techniques. MIS Quarterly: Management Information Systems, 35(2), 293–334. DOI:10.2307/23044045
  • Massa, L., Tucci, C. L. and Afuah, A. (2016). A Critical Assessment of Business Model Research. Academy of Management Journal, 11(1), 73– 104. DOI:10.5465/ANNALS.2014.0072
  • Morgan, N. A. (2012). Marketing and business performance. Journal of the Academy of Marketing Science, 40(1), 102–119. DOI:10.1007/S11747-011-0279-9/FIGURES/1
  • Osterwalder, A. and Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challangers. John Wiley & Sons, New Jersey, ISBN: 978-0470-87641.
  • Pohle, G. and Chapman, M. (2006). IBM’s global CEO report 2006: Business model innovation matters. Strategy and Leadership, 34(5), 34– 40. DOI:10.1108/10878570610701531/FULL/PDF
  • Preacher, K. J. and Hayes, A. F. (2008). Asymptotic and resampling strategies for assessing and comparing indirect effects in multiple mediator models. Behavior Research Methods 2008 40:3, 40(3), 879–891. DOI:10.3758/BRM.40.3.879
  • Saebi, T., Lien, L. and Foss, N. J. (2017). What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation. Long Range Planning, 50(5), 567–581. DOI:10.1016/J.LRP.2016.06.006
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There are 61 citations in total.

Details

Primary Language English
Subjects Business Administration
Journal Section Articles
Authors

Mustafa Dayıoglu This is me 0000-0003-2511-7208

Fatma Kusku This is me 0000-0002-1436-4230

Publication Date September 30, 2022
Published in Issue Year 2022 Volume: 9 Issue: 3

Cite

APA Dayıoglu, M., & Kusku, F. (2022). UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES. Research Journal of Business and Management, 9(3), 133-146. https://doi.org/10.17261/Pressacademia.2022.1625
AMA Dayıoglu M, Kusku F. UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES. RJBM. September 2022;9(3):133-146. doi:10.17261/Pressacademia.2022.1625
Chicago Dayıoglu, Mustafa, and Fatma Kusku. “UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES”. Research Journal of Business and Management 9, no. 3 (September 2022): 133-46. https://doi.org/10.17261/Pressacademia.2022.1625.
EndNote Dayıoglu M, Kusku F (September 1, 2022) UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES. Research Journal of Business and Management 9 3 133–146.
IEEE M. Dayıoglu and F. Kusku, “UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES”, RJBM, vol. 9, no. 3, pp. 133–146, 2022, doi: 10.17261/Pressacademia.2022.1625.
ISNAD Dayıoglu, Mustafa - Kusku, Fatma. “UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES”. Research Journal of Business and Management 9/3 (September 2022), 133-146. https://doi.org/10.17261/Pressacademia.2022.1625.
JAMA Dayıoglu M, Kusku F. UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES. RJBM. 2022;9:133–146.
MLA Dayıoglu, Mustafa and Fatma Kusku. “UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES”. Research Journal of Business and Management, vol. 9, no. 3, 2022, pp. 133-46, doi:10.17261/Pressacademia.2022.1625.
Vancouver Dayıoglu M, Kusku F. UNDERSTANDING THE RENEWAL OF VALUE CREATION ACTIVITIES IN AN ENVIRONMENT OF TECHNOLOGICAL TURBULENCES. RJBM. 2022;9(3):133-46.

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