Vlerick Repository


The Vlerick Repository is a searchable Open Access publication database, containing the complete archive of research output (articles, books, cases, doctoral dissertations,…) written by Vlerick faculty and researchers and preserved by the Vlerick Library.

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Research Output
Business Research Projects
  • Directive Deficiencies: How resource constraints direct opportunity identification in SMEs

    van Burg, Elco; Podoynitsyna, Ksenia; Beck, Lien; Lommelen, Tinne (Journal of Product Innovation Management, 2012)
    Previous studies show that resource constraints have mixed effects on innovation and opportunity identification by entrepreneurs. Sometimes, resource constraints lead to identifying more opportunities, whereas in other cases, entrepreneurs see fewer opportunities. This study explores a new approach to reconcile this inconsistency. Using a sample of 219 small- and medium-sized enterprises (SMEs), we explore relationships between supply and demand constraints, on the one hand, and identifying supply and demand opportunities, on the other hand. The results show that supply constraints have a positive effect on identifying supply opportunities but a negative effect on identifying demand opportunities. Similarly, demand constraints have a positive effect on identifying demand opportunities but a negative effect on identifying supply opportunities. Thus, this study shows that resource constraints direct the entrepreneur's attention toward opportunities inside the constrained domain rather than outside the constrained domain. An important consequence for theory is that a complete explanation of the mixed effects of resource constraints should consider different types of resource constraints and different sources of opportunities simultaneously. For practicing entrepreneurs, being aware of this mechanism can prevent missing out on promising opportunities outside the constrained domains.
  • Improving new technology venture performance under direct and indirect network externality conditions

    Podoynitsyna, Ksenia; Song, Michael; van der Bij, Hans; Weggeman, Mathieu (Journal of Business Venturing, 2013)
    This study compares the effectiveness of five responses to external uncertainty in markets with network externalities: avoidance, imitation, control, cooperation, and real options reasoning as a form of strategic flexibility. Our analysis of 385 new technology ventures shows that direct and indirect network externalities have opposite effects on the effectiveness of these strategies. Moreover, under network externalities, attempts to make ventures less dependent upon environmental instabilities perform differently compared to attempts to control the environment. Finally, we show that real options reasoning does not always perform better under conditions of higher uncertainty, such as uncertainty due to direct network externalities.
  • A review of governmental support instruments channeling PV market growth in the Flanders region of Belgium (2006–2013)

    Huijben, J.C.C.M.; Podoynitsyna, Ksenia; van Rijn, M.L.B.; Verbong, Geert P.J. (Renewable and Sustainable Energy Reviews, 2016)
    How did a country in the middle of Western Europe, starting almost from scratch, reach the European top 3 in terms of solar PV capacity in five years? And what were the costs? We provide a systematic chronological review of the different governmental support instruments that drove the exponential growth of the solar energy market in the Flanders region of Belgium and calculate their relative contributions. The results of the economic calculations show that green electricity certificates had by far the greatest effect on both the rise and stagnation of the market, costing about 1.5 billion euro only for 2006–2013. The long-term societal costs of such growth proved to be even higher (6.7 billion for 2014–2031) and unevenly distributed, with residents paying the highest price via their energy bills. Companies continuously adapted their organizations to enact the available support instruments. Counter-intuitively, the substantial support shifted the attention of companies to the larger systems, even though the incentive for investment in PV was lower than for the smaller systems.
  • Mainstreaming solar: Stretching the regulatory regime through business model innovation

    Huijben, J.C.C.M.; Verbong, Geert P.J.; Podoynitsyna, Ksenia (Environmental Innovation and Societal Transitions, 2016)
    This paper explores how the regulatory regime for Solar PV, defined as a combination of niche shielding and mainstream regulations, affects niche business models, using the Dutch and Flemish regulatory regimes as examples. The regulatory regime does not influence all components of the business model: only one or two components are usually affected. The level of niche shielding influences the dominant niche empowerment strategy. We also identified substantial heterogeneity in fit-and-conform and stretch-and-transform empowerment strategies for dealing with the regulatory regime. These strategies are reflected in business models, and differ in terms of temporal focus, motivation and shielding characteristics targeted. Finally, we show that business model innovation, sometimes in combination with technological innovation, can be used for stretching the regulatory regime. Organizational components of the business model are usually redesigned for this purpose.
  • Learning while (re)configuring: Business model innovation processes in established firms

    Berends, Hans; Smits, Armand; Reymen, I.; Podoynitsyna, Ksenia (Strategic Organization, 2016)
    This study addresses the question of how established organizations develop new business models over time, using a process research approach to trace how four business model innovation trajectories unfold. With organizational learning as analytical lens, we discern two process patterns: “drifting” starts with an emphasis on experiential learning and shifts later to cognitive search; “leaping,” in contrast, starts with an emphasis on cognitive search and shifts later to experiential learning. Both drifting and leaping can result in radical business model innovations, while their occurrence depends on whether a new business model takes off from an existing model and when it goes into operation. We discuss the implications of these findings for theory on business models and organizational learning.

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