Jasmin Mikl, David M. Herold, Kamila Pilch, Marek Ćwiklicki and Sebastian Kummer
Disruptive technologies in the global logistics industry are often regarded as a threat to the existing business models of incumbents’ companies. Existing research, however…
Abstract
Purpose
Disruptive technologies in the global logistics industry are often regarded as a threat to the existing business models of incumbents’ companies. Existing research, however, focuses mainly on whether technologies have disruptive potential, thereby neglecting when such disruptive transitions occur. To understand the timing of potential disruptive technological change, this paper aims to investigate the elements of the underlying ecosystem shaping these transitions.
Design/methodology/approach
Building on the established ecosystem framework from Adner and Kapoor (2016a), this paper constructs four categories of technology substitution to assess how quickly disruptive change may occur in the global logistics industry and defines key technology substitution determinants in logistics to emphasize the role of ecosystems for further consideration into disruptive innovation theory.
Findings
Based on the key determinants, this paper proposes first definitions of distinctive ecosystems elements linked to the three types of innovations, namely, sustaining innovations, low-end disruptions and new-market disruptions, thereby integrating ecosystems into Christensen’s (1997) disruptive innovation theory.
Originality/value
By developing a framework that conceptualizes the pace of technology substitution, this paper contributes to a more nuanced understanding of how logistics managers and academics can better predict disruptive transitions and develop strategies to allocate resources.
Details
Keywords
David M. Herold, Marek Ćwiklicki, Kamila Pilch and Jasmin Mikl
Despite increasing interest in digital services and products, the emergence of digitalization in the logistics and supply chain (L&SC) industry has received little attention, in…
Abstract
Purpose
Despite increasing interest in digital services and products, the emergence of digitalization in the logistics and supply chain (L&SC) industry has received little attention, in particular from organizational theorists. In response, taking an institutionalist view, the authors argue that the emergence and adoption of digitalization is a socially constructed phenomenon.
Design/methodology/approach
This paper shows how actor-level frameshifts contribute to an emergence of an overarching “digitalization logic” in the L&SC industry at the field level. Building on a longitudinal analysis of field actors' frames and logics, the authors track the development of digitalization over the last 60 years in the L&SC sector.
Findings
The authors classify specific time periods by key field-configuring events, describe the relevant frameshifts in each time period and present a process that explains how and why digitalization has emerged, been adopted and manifested itself in the L&SC industry.
Originality/value
The findings of the study provide insights about the evolution of a digitalization logic and thus advance the institutional view on digitalization in the L&SC industry.
Details
Keywords
Jasmin Mikl, David M. Herold, Marek Ćwiklicki and Sebastian Kummer
Digital freight forwarder (DFF) start-ups and their associated business models have gained increasing attention within both academia and industry. However, there is a lack of…
Abstract
Purpose
Digital freight forwarder (DFF) start-ups and their associated business models have gained increasing attention within both academia and industry. However, there is a lack of empirical research investigating the differences between DFFs and traditional freight forwarders (TFF) and the impact of digital start-ups on incumbents' companies. In response, this study aims to examine the key business model characteristics that determine DFFs and TFFs and propose a framework illustrating the extent to which digital logistics start-ups influence incumbent logistics companies.
Design/methodology/approach
Based on the primary data gathered from eight interviews with experts from start-ups' and incumbents' logistics companies, as well as secondary data, the authors identify the main factors of DFFs start-ups that have an impact on TFFs and analyze the similarities and differences in regard to the business model components' value proposition, value creation, value delivery and value capture.
Findings
The results show that differences between DFFs and TFFs appear in all four business models' components: value proposition, value creation, value delivery and value capture. In particular, the authors identify three main factors that need to be considered when assessing the impact of DFFs on TFFs: (1) the company size, (2) the market cultivation strategy and (3) the transport mode.
Originality/value
This is one of the first studies to specifically examine the key business model differences between DFFs and TFFs and to propose a conceptual framework for understanding the impact of digital logistics start-ups on incumbent companies.