This document was written in order to address about business model innovation in EdTech.

1. Introduction

1.1 Research Gap

1.2 Purpose & Research Questions

1.3 Research Outline

1.4 Delimitations

1.5 Background & Pre-Study

2. Literature Review

2.1 The importance of business model innovation

2.2 State of literature on business model & business model innovation

2.2.1 What is a business model, and what does it do?

2.3 Dynamic view of business model

2.3.1 Process School

2.3.2 Technology driven school

2.4 Synthesis of literature review

3. Building the theoretical framework

3.1 Value driven business model canvas

3.2 Network perspective on stakeholder theory

3.2.1 Network perspective on value creation&value flows

3.2.2 Network value analysis

3.3 Dynamic capabilities framework

3.4 Synthesis & visualisation of theoretical framework

4. Methodology

4.1 Methodology & Fit

4.2 Research design

4.2.1 Research philosophy

4.2.2 Research approach

4.2.3 Research strategy

4.2.4 Research choice & triangulation

4.2.5 Data collection & data analysis

4.3 Research process

4.4 Quality of study

4.4.1 Consistency

4.4.2 Credibility

4.4.3 Transferability

5. Empirics

5.1 Sensavis, Stage 1

5.2 Sensavis, Stage 2 

5.3 Sensavis, Stage 3 

5.4 Sensavis, Stage 4 

5.5 Sensavis, Stage 5 

6. Analysis

6.1 Business model innovation & value networks

6.1.1 Definition of value flows

6.1.2 Sensavis' value network evolution

6.1.3 Concluding remarks

6.2 Business model innovation & dynamic capabilities

6.2.1 Value creation

6.2.2 Value delivery

6.2.3 value capture

6.2.4 Value proposition

6.3 Business model innovation in EdTech - Concluding remarks

7. Discussion

8. Conclusion

8.1 Limitation

8.2 Theoretical contribution

8.3 Managerial implications

8.4 Future research 

Reference

Edtech companies are in a nascent, complex industry and face two broad challenges, (1) finding a viable business model and (2) catering to a multitude of stakeholders. Addressing the empirical gap, a practice-oriented case study was conducted. The authors apply a value network perspective and the dynamic capability framework to understand their interplay and impact on a company’s business model innovation. The purpose of the study, therefore, is to investigate how one edtech company devised and developed its business model to continuously create, capture, and deliver value for, and in collaboration with, its value network. The analysis confirms that both, the value network and the dynamic capabilities of an edtech company play an essential role in driving business model innovation. Paradoxically, the more the value network expands, the more the changes driving business model innovation stem from within the company. The authors attribute this finding to the fact that by continuously interacting with [sensing] the value network, companies develop and hone dynamic capabilities.