A Conceptual Framework for Business Model Innovation: The Case of Electric Vehicles in China
Luning Shao
School of Economics & Management, Tongji University, Shanghai, 200092 (China)
Yixi Xue
nkxueyixi@sina.comSchool of Economics & Management, Tongji University, Shanghai, 200092 (China)
Jianxin You
School of Economics & Management, Tongji University, Shanghai, 200092 (China)
Abstract
EVs (electric vehicle), as sustainable technologies, hold the potential to achieve the sustainability of the transport system and challenge the prevailing business models of internal combustion engines (ICEs). To unlock the dominant logic of ICEs and promote the diffusion of EVs, Business model (BM) innovation is necessary. However, BM innovation for EVs still faces many obstacles. This paper makes contribution theoretically and practically by constructing a “3-7” system and proposing a two-phase conceptual framework for BM innovation of EVs. The case of Shenzhen City, China is studied to illustrate how the “3-7” system and two-phase conceptual framework is applied. Based on the case study, this paper concludes two new barriers that are not highlighted by the previous literature and makes a number of suggestions to help address the issues found in BM innovation.
Keywords:
Business model innovation, electric vehicles, “3-7” structure system, two-phase conceptual framework, value networkReferences
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Authors
Luning ShaoSchool of Economics & Management, Tongji University, Shanghai, 200092 China
Authors
Yixi Xuenkxueyixi@sina.com
School of Economics & Management, Tongji University, Shanghai, 200092 China
Authors
Jianxin YouSchool of Economics & Management, Tongji University, Shanghai, 200092 China
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