Remané, Gerrit

[["dc.bibliographiccitation.firstpage","347"],["dc.bibliographiccitation.lastpage","362"],["dc.contributor.author","Nickerson, R. C."],["dc.contributor.author","Remane, G."],["dc.contributor.author","Hanelt, A."],["dc.contributor.author","Tesch, J. F."],["dc.contributor.author","Kolbe, L. M."],["dc.contributor.editor","Proff, Heike"],["dc.contributor.editor","Fojcik, Thomas Martin"],["dc.date.accessioned","2018-08-26T15:34:39Z"],["dc.date.available","2018-08-26T15:34:39Z"],["dc.date.issued","2017"],["dc.description.abstract","Carsharing clubs that grant members temporary access to vehicles have existed for more than half a century. Only recently, however, have technological advances such as the mobile internet begun to foster new carsharing business models, thereby increasing the attractiveness of carsharing for both operators and users. So far, these new business models were typically classified as roundtrip, point to point, nonprofit/cooperative, and P2P carsharing. However, not all operators fit into these rather broad groups; for instance, the carsharing company CiteeCar combines elements of several archetypes. Furthermore, important differences among the various design options of operators belonging to the same type are not addressed by this distinction. For example, the largest P2P carsharing companies, Getaround and Turo, employ very different business models: Getaround provides automatic access kits while Turo does not. Thus they address different use cases and customers. To account for such differentiation, we complement these archetypes by a classification scheme for carsharing business models, i.e., a taxonomy, listing the most important dimensions and corresponding characteristics. We proceed in three major steps: First, we create a global database of carsharing companies. Second, we use the database to create a taxonomy of carsharing business models. Third, we empirically derive more fine grained archetypes from the taxonomy. Our resulting framework allows researchers and practitioners to more accurately analyze and describe existing carsharing systems. Furthermore, it can be applied for business model innovation by copying successful business model patterns or systemtaically discovering new configurations."],["dc.identifier.doi","10.1007/978-3-658-18613-5_22"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/15556"],["dc.language.iso","en"],["dc.notes.status","final"],["dc.publisher","Springer Gabler"],["dc.publisher.place","Wiesbaden"],["dc.relation.isbn","978-3-658-18613-5"],["dc.relation.isbn","978-3-658-18612-8"],["dc.relation.ispartof","Innovative Produkte und Dienstleistungen in der Mobilität: Technische und betriebswirtschaftliche Aspekte"],["dc.title","Design Options for Carsharing Business Models"],["dc.type","book_chapter"],["dc.type.internalPublication","unknown"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","1"],["dc.bibliographiccitation.lastpage","15"],["dc.contributor.author","Remane, Gerrit"],["dc.contributor.author","Hanelt, Andre"],["dc.contributor.author","Wiesboeck, Florian"],["dc.contributor.author","Kolbe, Lutz"],["dc.date.accessioned","2018-08-26T14:57:57Z"],["dc.date.available","2018-08-26T14:57:57Z"],["dc.date.issued","2017"],["dc.description.abstract","The diffusion of new digital technologies renders digital transformation relevant for nearly every industry. Therefore, the maturity of firms in mastering this fundamental organizational change is increasingly discussed in practice-oriented literature. These studies, however, suffer from some short-comings. Most importantly, digital maturity is typically described along a linear scale, thus assuming that all firms do and need to proceed through the same path. We challenge this assumption and derive a more differentiated classification scheme based on a comprehensive literature review as well as an exploratory analysis of a survey on digital transformation amongst 327 managers. Based on these findings we propose two scales for describing a firm’s digital maturity: first, the impact that digital transformation has on a specific firm; second, the readiness of the firm to master the upcoming changes. We demonstrate the usefulness of this two scale measure by empirically deriving five digital maturity clusters as well as further empirical evidence. Our framework illuminates the monolithic block of digital maturity by allowing for a more differentiated firm-specific assessment – thus, it may serve as a first foundation for future research on digital maturity."],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/15552"],["dc.language.iso","en"],["dc.notes.status","zu prüfen"],["dc.relation.conference","25th European Conference on Information Systems"],["dc.relation.eventend","2017-06-10"],["dc.relation.eventlocation","Guimarães, Portugal"],["dc.relation.eventstart","2017-06-05"],["dc.relation.isbn","978-989-20-7655-3"],["dc.relation.ispartof","Proceedings of the 25th European Conference on Information Systems"],["dc.title","DIGITAL MATURITY IN TRADITIONAL INDUSTRIES – AN EXPLORATORY ANALYSIS"],["dc.type","conference_paper"],["dc.type.internalPublication","unknown"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.artnumber","1750004"],["dc.bibliographiccitation.issue","1"],["dc.bibliographiccitation.journal","International Journal of Innovation Management"],["dc.bibliographiccitation.volume","21"],["dc.contributor.author","Remane, Gerrit"],["dc.contributor.author","Hanelt, Andre"],["dc.contributor.author","Tesch, Jan"],["dc.contributor.author","Kolbe, Lutz M."],["dc.date.accessioned","2020-12-10T18:37:35Z"],["dc.date.available","2020-12-10T18:37:35Z"],["dc.date.issued","2017"],["dc.description.abstract","Companies are more frequently seen shifting their focus from technological innovation towards business model innovation. One efficient option for business model innovation is to learn from existing solutions, i.e., business model patterns. However, the various understandings of the business model pattern concept are often confusing and contradictory, with the available collections incomplete, overlapping, and inconsistently structured. Therefore, the rich body of literature on business model patterns has not yet reached its full potential for both practical application as well as theoretic advancement. To help remedy this, we conduct an exhaustive review, filter for duplicates, and structure the patterns along several dimensions by applying a rigorous taxonomy-building approach. The resulting business model pattern database allows for navigation to the relevant set of patterns for a specific impact on a company's business model. It can be used for systematic business model innovation, which we illustrate via a simplified case study."],["dc.identifier.doi","10.1142/S1363919617500049"],["dc.identifier.eissn","1757-5877"],["dc.identifier.issn","1363-9196"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/77025"],["dc.language.iso","en"],["dc.notes.intern","DOI Import GROB-354"],["dc.notes.status","final"],["dc.relation.eissn","1363-9196"],["dc.relation.eissn","1757-5877"],["dc.rights","CC BY 4.0"],["dc.title","The Business Model Pattern Database - A Tool For Systematic Business Model Innovation"],["dc.type","journal_article"],["dc.type.internalPublication","yes"],["dspace.entity.type","Publication"]]

[["dc.bibliographiccitation.firstpage","41"],["dc.bibliographiccitation.issue","2"],["dc.bibliographiccitation.journal","Journal of business strategy"],["dc.bibliographiccitation.lastpage","51"],["dc.bibliographiccitation.volume","38"],["dc.contributor.author","Remane, Gerrit"],["dc.contributor.author","Hanelt, Andre"],["dc.contributor.author","Nickerson, Robert C"],["dc.contributor.author","Kolbe, Lutz M."],["dc.date.accessioned","2018-08-21T09:59:26Z"],["dc.date.available","2018-08-21T09:59:26Z"],["dc.date.issued","2017"],["dc.description.abstract","Purpose: The purpose of this paper is to provide managers from traditional industries with a blueprint to systematically analyze and discover digital business models and, thus, better cope with the digital transformation of their industrial businesses. Design/methodology/approach: The proposed blueprint is built on state-of-the-art research on digital business model innovation and a rigorous taxonomy-building approach. The process is demonstrated through a simplified case study of a passenger transport company. Findings: The process involves three steps: identifying existing products and services, deconstructing business models and discovering new configurations. The managers from the case company very positively evaluated the efficiency and effectiveness of the proposed procedure. Originality/value: The proven methodology relates the generic components of digital business models to a specific firm’s context, listing the solution space for each relevant dimension. The resulting framework aids in better understanding the existing business models and serves as a tool for the systematic discovery of new models."],["dc.identifier.doi","10.1108/JBS-10-2016-0127"],["dc.identifier.uri","https://resolver.sub.uni-goettingen.de/purl?gro-2/15451"],["dc.language.iso","en"],["dc.notes.status","final"],["dc.relation.eissn","0275-6668"],["dc.title","Discovering digital business models in traditional industries"],["dc.type","journal_article"],["dc.type.internalPublication","unknown"],["dspace.entity.type","Publication"]]