HUBUNGAN ANTARA NOVELTY-CENTERED BUSINESS MODEL DESIGN (NBMD) DAN KINERJA OPERASIONAL:  INTEGRASI EXTERNAL SEBAGAI VARIABEL MEDIASI

Atika Yusa; Izmi wardah Ammar; Ridho Riyansha; Wati Indah Sari; Yoni Candra; Zaitul Zaitul

doi:10.53363/buss.v5i2.391

Authors

Atika Yusa Universitas Bung Hatta
Izmi wardah Ammar Universitas Bung Hatta
Ridho Riyansha Universitas Bung Hatta
Wati Indah Sari Universitas Bung Hatta
Yoni Candra Universitas Bung Hatta
Zaitul Zaitul Universitas Bung Hatta

DOI:

https://doi.org/10.53363/buss.v5i2.391

Keywords:

novelty-cantered business model design, integrasi eksternal, kinerja operasional

Abstract

This study aims to analyze the relationship between Novelty-Centered Business Model Design (NBMD) and operational performance by considering the mediating role of external integration in the self-service retail sector in Padang City. The background of this research departs from the challenges faced by supermarkets in facing digital competition and changes in consumer behavior, which demand innovation in business models as well as cross-organizational collaboration. This study uses a quantitative approach with the Partial Least Squares Structural Equation Modeling (PLS-SEM) method on data from 35 respondents consisting of owners, store managers, and supermarket managers. The results showed that NBMD had a positive and significant effect on external integration, but no significant influence was found either directly or indirectly from NBMD and external integration on operational performance. Thus, external integration has not been proven to be a mediator in the relationship between NBMD and operational performance. The study concludes that novelties in business model design tend to strengthen external collaboration, but the impact on operational performance has not been seen directly. The practical implications of these results emphasize the importance of improving the quality of the implementation of external integrations as well as other internal factors in order for business model innovation to produce optimal operational performance

Downloads

Download data is not yet available.

References

Ciszewska-Mlinari?, M., Elleuch, K., & Wójcik, P. (2023). Exploring the drivers of business model innovation and its significance for performance in high-tech sectors. Journal of Management and Financial Sciences, 16(49). https://doi.org/10.33119/JMFS.2023.49.5

Clauss, T., Abebe, M., Tangpong, C., & Hock, M. (2021). Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation. IEEE Transactions on Engineering Management, 68(3). https://doi.org/10.1109/TEM.2019.2910381

Creswell, W. J., & Creswell, J. D. (2018). Research Design: Qualitative, Quantitative adn Mixed Methods Approaches. In Journal of Chemical Information and Modeling (Vol. 53, Issue 9).

Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2022). Partial Least Squares Structural Equation Modeling (Pls-Sem) Third Edition. SAGE Publications, 1–363. https://uk.sagepub.com/en-gb/eur/a-primer-on-partial-least-squares-structural-equation-modeling-pls-sem/book270548

Henseler, J., Ringle, C. M., & Sinkovics, R. R. (2009). The use of partial least squares path modeling in international marketing. New Challenges to International Marketing (Advances in International Marketing, Vol. 20). In Advances in International Marketing (Vol. 20).

Kaplan, R. S., & Norton, D. P. (1996). The Balanced Scorecard_ Translating Strategy into Action -Harvard Business Press (1996).pdf. In Harvard Business Press.

Karmeni, K., Uhlaner, L., & Lucianetti, L. (2022). The novelty-centered business model: a transition mechanism between exploration and exploitation in SMEs. Journal of Small Business and Enterprise Development, 29(4), 574–601. https://doi.org/10.1108/JSBED-06-2021-0221/FULL/XML

Liao, S. H., Hu, D. C., & Chen, S. T. (2022). Supply chain integration, capability and performance – a business-to-business network cooperation. Journal of Business and Industrial Marketing, 37(5), 1127–1137. https://doi.org/10.1108/JBIM-10-2020-0467/FULL/XML

Sekaran, U. (2006). Research method of business: A skill-building approach. In Writing.

Slack, N., & Brandon-Jones, A. (2020). Operations management. 750.

Teece J. David. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1).

Van Tran, D., Van Nguyen, P., Dinh, N. T. T., Huynh, T. N., & Van Ma, K. (2024). Exploring the impact of social capital on business performance: The role of dynamic capabilities, open innovation and government support. Journal of Open Innovation: Technology, Market, and Complexity, 10(4), 100416. https://doi.org/10.1016/J.JOITMC.2024.100416

Wu, Y., Liu, A., & Gu, J. (2024). Efficiency-centered vs novelty-centered: unpacking the impact of business model design on services in manufacturing firms. Journal of Business and Industrial Marketing, 39(12), 2587–2604. https://doi.org/10.1108/JBIM-11-2023-0646/FULL/XML