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How Multinational Companies Create and Capture Value From Innovation Through Business Model Dynamics

How Multinational Companies Create and Capture Value From Innovation Through Business Model Dynamics

Mariane Figueira, Annika Rickne, Joel Yutaka Sugano
Copyright: © 2019 |Pages: 18
ISBN13: 9781522572657|ISBN10: 1522572651|EISBN13: 9781522572664
DOI: 10.4018/978-1-5225-7265-7.ch025
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MLA

Figueira, Mariane, et al. "How Multinational Companies Create and Capture Value From Innovation Through Business Model Dynamics." Handbook of Research on Business Models in Modern Competitive Scenarios, edited by George Leal Jamil, et al., IGI Global, 2019, pp. 454-471. https://doi.org/10.4018/978-1-5225-7265-7.ch025

APA

Figueira, M., Rickne, A., & Sugano, J. Y. (2019). How Multinational Companies Create and Capture Value From Innovation Through Business Model Dynamics. In G. Jamil, L. Jamil, C. Pessoa, & W. Silveira (Eds.), Handbook of Research on Business Models in Modern Competitive Scenarios (pp. 454-471). IGI Global. https://doi.org/10.4018/978-1-5225-7265-7.ch025

Chicago

Figueira, Mariane, Annika Rickne, and Joel Yutaka Sugano. "How Multinational Companies Create and Capture Value From Innovation Through Business Model Dynamics." In Handbook of Research on Business Models in Modern Competitive Scenarios, edited by George Leal Jamil, et al., 454-471. Hershey, PA: IGI Global, 2019. https://doi.org/10.4018/978-1-5225-7265-7.ch025

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Abstract

Willing to answer to the research question of how multinational companies succeed in creating and capturing value from a new technology, this chapter aimed at filling the gaps in the existing literature with regards to defining business model dynamics and demonstrating business model dynamics in practice. Through a case study of Monsanto, and of the way the company's subsidiary managed to successfully adapt and innovate in Brazil, this chapter showed that external pressures such as new technology, the need to respond to the customers' demand for information concerning the company's new value proposition, existing regulation (among other external pressures) forced the multinational company to implement changes and create new elements in some of the business model components. Results also showed that to capture part of the value created with a new technology it might be necessary to complete business model design and evaluation with the analysis of the external environment.

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