Does privatisation drive innovation? Business model innovation through stakeholder viewpoints: the case of Sydney Airport 10 years post-privatisation

Broad economic and social reform, rapid technological change and increasing global competition have meant that organisations must consider all aspects of their business model in order to successfully create and capture ongoing customer value. In this study it is proposed that business model innovation must always consider and incorporate the symbiotic and interdependent relationship that stakeholders have with an organisation. One particular aspect of economic reform, privatisation, has become an important driver of economic growth in many economies, particularly when linked with the rapid growth of air travel. Privatisation of an airport can generate a radical change in the overall business model for the airport owner and the various stakeholders involved in the operation of the airport. Sydney Airport has restructured its overarching business model to meet the demands of stakeholders. Using feedback from key stakeholders, this research examines the generally accepted view that airport privatisation leads to an improvement in airport performance. Chesbrough's Business Model Framework provides a lens to assist the analysis of Sydney Airport operations before and after privatisation, and provides valuable insights into the impact of privatisation on business model innovation. © Cambridge University Press and Australian and New Zealand Academy of Management 2014.

Innovation in logistic services and the new business model : a conceptual framework

Service industries hold an increasingly dynamic and pivotal role in today’s knowledge-based economies. The logistics industry is a classic example of the birth and development of a vital new service-based industry, transformed from the business concept of transportation to that of serving the entire logistical needs of customers. Quantum advances in science, technology, and communication in the new millennium have compelled firms to consider the potential of the so-called new “resources” (technology, knowledge and relationship networks) that are essential if firms are to operate effectively within the emerging business model, and to utilise the opportunities to innovate and gain market leadership. Through an extensive literature review, this paper examines the factors that nurture innovation in logistics services, identifies the contributions of the new “resources” and, using industry examples, examines the application of these resources to logistics firms as they assume an extended role within the new business model

Where is the business model for citizen journalism?

Citizen journalism is not stealing much of the audience from traditional journalism. To date, it has failed to find a viable business model in the sense that it does not pay for itself. Yet it threatens traditional journalism because it has the potential to fragment audiences. That means that traditional journalism is going to have to revise its values and practices. The most likely scenario is a coming together of professional journalism and user-generated content and comment. Even so, the same dilemma confronts all forms of journalism: how to access financial support for "quality ".

Business to employee (B2E) e-business model : service to employees or organisational management?

This paper is a discussion of the B2E e-business model from the perspectives of employee services and organisational management. It includes literature to support B2E as employee services and organisational management with benefits to both. Intranets and portals are technologies supporting the implementation of the B2E e-business model which are also discussed. A case study is included to understand the application of the B2E model in a large organisation. Case study analysis indicates that the B2E e-business model is a service to the employees, however, these services are to support organisational efficiencies.

The role of cultural capital towards the development of a sustainable business model for design firm internationalization

This paper reports the results of three case studies of firms involved with design for the built environment who have been working in international markets for more than two decades. The first two firms are architectural practices and the third is a construction firm which designs and constructs. Their markets are diverse and their strategies have evolved over the two decades. There are numerous differences between countries including cultural, social, project governance structures, regulatory, procurement strategies, terminology, codes, etc. What is it that makes these firms able to develop sustainable business models in internationalisation? A grounded theory approach was used to examine the three case studies and develop a reflexive capability model drawing from the sociological theory of reflexivity to interpret the characteristics of the firms' ability to be able to adapt different international conditions. Twenty-two interviews were conducted across the three firms. Results indicated that sustainable business models rely upon the management of social, cultural and intellectual capital. The strategic management of capital leads to the development of increasing reflexive capability within the processes related to internationalisation. Reflexive capability is a characteristic of the three successful case study firms internationalising and working within global models of practice. This paper focuses on the role of cultural capital in a reflexive capability model for sustainable internationalisation.

Beyond e-commerce: an entrepreneurial business modelling method for profitable e-venturing

E- business is used as a term that embraces e-commerce, its commercial exchange or transaction component. Both are subsets of a larger concept, e-venturing. E-business is a major disruptive innovation that is rapidly changing many of the accepted norms of effective management. So the paper revisits and reassesses several established principles of economics, strategy and entrepreneurship to place them in the context of the forces driving the emerging e-business economy. Entrepreneurship is applied as a 'framework enrichener', model-building tool and critical organisational behaviour to guide integration of e-business strategy into the total organisational strategy of a profit-seeking firm This permits development of a new business modelling process, labelled 'map and locate', that adapts a combination of entrepreneurial and strategic imperatives to the internet environment. The process assumes that value-provision, competitive distinction and profitability are the three essentials of any successful e-business strategy design and execution. Apart from its general conceptual role of linking strategic and entrepreneurial thinking, the 'map and locate' modelling process can be used as a practical tool for specific performance in a variety of circumstances. It focuses on learning and the development of metrics useful for measuring progress towards achievement of target outcomes.

The development of cultural entrepreneurs through new venture cases in the business classroom

Artists and workers in the creative industries who embody the essence of creativity are thwart by economic values in delivering their art work or creative concept to consumers. This is particularly evident for students in courses in creative industries who graduate with entrepreneurial aspirations, but not the means to pitch their creative concept or build the business model for the new venture. This paper analyses a university business course developed to take cultural entrepreneurs through venture building as a live case in the creative economy.

The development of cultural entrepreneurs through new venture cases in the business classroom

Artists and workers in the creative industries who embody the essence of creativity are thwart by economic values in delivering their art work or creative concept to consumers. This is particularly evident for students in courses in creative industries who graduate with entrepreneurial aspirations, but not the means to pitch their creative concept or build the business model for the new venture. This paper analyses a university business course developed to take cultural entrepreneurs through venture building as a live case in the creative economy.

How E-business can provide a sustainable framework for online learning in the vocational education and training arena

The author undertook a major national study of e-business for the Australian National Training Authority (ANTA) from November 1999 - February 2000, resulting in the report E-competent Australia: The Impact of E-commerce on the National Training Framework (ANTA, 2000; available at http;://www.anta.gov.au). This ANTA study and other research by the author show that e-business will eventually have a significant impact on the Australian economy, on industries, organisations, occupations and education and training organisations. From April-May 2000, the author is undertaking a major study for the Commonwealth Government (DETYA): a scoping study of e-commerce in the education and training sector (higher education, VET, schools) of Australia.

This paper starts where the ANTA study (Mitchell 2000a) and the DETYA study stop, by exploring the implications of e-business for online learning systems. E-business will eventually impact not only on the organisations providing online education but on their online learning systems.

The paper is based also on research by the author for a Doctorate in Education within the Faculty of Education at Deakin University that commenced in 1997 and is continuing. The research for this paper involved a review of national and international developments in ebusiness, relating them to online learning systems.

This paper traces the origins, definitions and drivers of both e-business and online learning systems in the 1990s, showing how e-business principles and strategies in the future will have a beneficial impact on online learning systems, even if online learning systems eventually lose their identities as separate from the rest of the organisation.

An e-business focus for online learning systems would start with an understanding of the customers' needs; would find a customer-centric solution, not a technology-centric solution; would empower the customer; would provide sufficient and multiple types of support for the customer; would provide quality and skilled input; and would provide cost effective, reliable and accessible technology.

This vision of an e-business approach to training varies greatly from the traditional business model for the delivery of training, particularly by VET Registered Training Organisations (RTOs). The traditional business model includes real estate prices dictating location of campuses; architecture dictating class sizes; industrial relations dictating the number and length of sessions and prescribing tight role descriptions; queues of students enrolling in February and July each year; and students seated in teacher-dominated classrooms. In contrast, an e-business basis for RTOs would involve the use of electronic communication to improve business performance, improve the use of existing resources, enhance existing services and increase market reach.

An e-business model for RTOs would include the following features: the development of new relationships with customers, using electronic communication to strengthen the relationship; the pursuit of new student markets; and the development of new relationships and alliances between providers. In this new arena of potential and threat, of disintermediation and reintermediation, there will be new roles for new intermediaries; and there will emerge new ways of supporting teaching and learning. Progressive education and training organisations will realize the potential offered by e-business and enjoy the fruits of reintermediation.

The availability of information in knowledge-based economies

The use of information is preceded by its availability. For post-industrial economies to exploit information to full potential it is important for knowledge to be free of vested-interest censorship and manipulation. History suggests that a range of vested-interests have manipulated explicit> information availability through various forms of sectarian, state and business manipulation of the systems of information storage and transfer. The OECD 1996 report "The Knowledge-Based Economy" recognized that the diffusion of knowledge was as significant as its creation, and that knowledge distribution networks were crucial to innovation, production processes and product development. The success of enterprises and national economies is considered reliant on the effectiveness of their ability to gather, distribute and utilize knowledge. The increasing need for ready access (of information that might become knowledge) in accordance with the OEDC definition is particularly relevant to this paper as it assumes infrastructures capable of providing that need. Wherever there are infrastructures there are opportunities to benefit from them, either for profit or power. This paper considers the implications of sectarian, state and business-model control over the selective content, storage and dissemination of information and knowledge, both from historical and current perspectives. The advent of new technologies and how they have enabled the flow of information adds new dimensions to knowledge control but the quality of knowledge is less certain and who controls or influences distribution of knowledge less transparent. It could be argued that at each step in the development of knowledge distribution networks, knowledge and its distribution, is not free of the possibility of third-party vested interest.

The development of 'soft' strategic indicators for international client satisfaction

Despite the increasing significance of the construction industry as an emerging sector of the Australian economy, there is inadequate research performed on construction design firms in terms of theoretical and empirical foundations. Although past research has identified the barriers and success factors for firm market entry, evidence suggests that to date no research has explicitly explored the sustainability of construction design firms in international markets. SMEs and their approach to firm internationalisation differ significantly from large manufacturing firms and a vast majority of construction design firms operate as SMEs. This paper develops a sustainable business model for construction design SMEs, which rely upon the development of clear Client Following (CF) versus Market Seeking (MS) strategies to support internal firm strategic and operational management. The understanding of these strategies is vital as the application of either will shape the design management approach of firms, which would in turn impact on the sustainability of these firms in foreign markets. Long-term sustainability of firms in international markets relies heavily upon client satisfaction. Client and project team participants’ communication during various design processes has often been problematic and the added difficulty of communicating across international boundaries further compounds the problem of capturing and maintaining client’s requirements. Therefore this paper develops a model for business sustainability of Australian construction design firms working in international markets by exploring factors that affect client satisfaction across international boundaries, through the development of business performance indicators. These include not only the critical financial capital but also other ‘softer’ indicators, namely: social, cultural and intellectual capital. These act as a firm’s measure of success and the acquisition of this type of capital will provide significant advantages to firms’ success, hence sustainability in international markets.

Business strateBusiness strategies under conditions of uncertainty: The rise of mutual life insurers in colonial Australiagies under conditions of uncertainty

The early development of Australian life insurance was marked by the failure of stock companies to successfully establish a market presence. Mutual insurers emerged in the mid-nineteenth century in response to this gap in supply. The underlying rationale behind their establishment differed but the business model adopted proved remarkably successful. Mutual life insurers dominated the market for life insurance for nearly a century. This chapter investigates mutualism as a business strategy that addressed particular problems associated with doing business in a small and underdeveloped economy. Business and social networks were important facilitators of new business. In addition, most mutual life insurers had a social/philanthropic charter and they were able to utilize this to build business. An outcome of this mix was the emergence of a particular type of entrepreneurship that fostered innovative product development and cemented the role of mutual insurers as market leaders.. The Variety, Choice, Governance, and Regulation of Organizational Forms 2.