Diaspora Business Model Innovation

This paper explores how diasporans achieve business model innovatin by using their unique resources. The hypothesis underlying the paper is that the unique backgrounds and resources of the diaspora businesses, due to diffrent sources of informatin and experiences as well as multile networks, contrib...

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Main Authors: Aki Harima, Sivaram Vemuri
Format: Article
Language:English
Published: Cognitione Foundation for the Dissemination of Knowledge and Science 2015-01-01
Series:Journal of Entrepreneurship, Management and Innovation
Subjects:
Online Access: http://jemi.edu.pl/uploadedFiles/file/all-issues/vol11/issue1/JEMI_Vol11_Issue1_2015_Article3.pdf
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author Aki Harima
Sivaram Vemuri
author_facet Aki Harima
Sivaram Vemuri
author_sort Aki Harima
collection DOAJ
description This paper explores how diasporans achieve business model innovatin by using their unique resources. The hypothesis underlying the paper is that the unique backgrounds and resources of the diaspora businesses, due to diffrent sources of informatin and experiences as well as multile networks, contributes to business model innovatin in a distictie manner. We investiate the English school market in the Philippines which is established by East Asian diaspora who innovate a business model of conventinal English schools. Two case studies were conducted with Japanese diaspora English schools. Their business is analyzed using a business model canvas (Osterwalder & Pigneur, 2010) and contrasted with the conventinal business model. The empirical cases show that diaspora businesses use knowledge about their country of origin and engage with country of residence and multile networks in diffrent locatins and constellatins to identiy unique opportunitis, leading to a business model innovatin.
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spelling doaj.art-a392d1c95302450081c7370efbe4b3c82023-12-02T00:29:39ZengCognitione Foundation for the Dissemination of Knowledge and ScienceJournal of Entrepreneurship, Management and Innovation2299-73262015-01-01111295210.7341/20151113Diaspora Business Model InnovationAki Harima0Sivaram Vemuri1 University of Bremen, LEMEX Chair in Small Business & Entrepreneurship Charles Darwin University This paper explores how diasporans achieve business model innovatin by using their unique resources. The hypothesis underlying the paper is that the unique backgrounds and resources of the diaspora businesses, due to diffrent sources of informatin and experiences as well as multile networks, contributes to business model innovatin in a distictie manner. We investiate the English school market in the Philippines which is established by East Asian diaspora who innovate a business model of conventinal English schools. Two case studies were conducted with Japanese diaspora English schools. Their business is analyzed using a business model canvas (Osterwalder & Pigneur, 2010) and contrasted with the conventinal business model. The empirical cases show that diaspora businesses use knowledge about their country of origin and engage with country of residence and multile networks in diffrent locatins and constellatins to identiy unique opportunitis, leading to a business model innovatin. http://jemi.edu.pl/uploadedFiles/file/all-issues/vol11/issue1/JEMI_Vol11_Issue1_2015_Article3.pdf business model canvaseast Asian diasporatransnational entrepreneurshipopportunity recognitionmixed embeddedness
spellingShingle Aki Harima
Sivaram Vemuri
Diaspora Business Model Innovation
Journal of Entrepreneurship, Management and Innovation
business model canvas
east Asian diaspora
transnational entrepreneurship
opportunity recognition
mixed embeddedness
title Diaspora Business Model Innovation
title_full Diaspora Business Model Innovation
title_fullStr Diaspora Business Model Innovation
title_full_unstemmed Diaspora Business Model Innovation
title_short Diaspora Business Model Innovation
title_sort diaspora business model innovation
topic business model canvas
east Asian diaspora
transnational entrepreneurship
opportunity recognition
mixed embeddedness
url http://jemi.edu.pl/uploadedFiles/file/all-issues/vol11/issue1/JEMI_Vol11_Issue1_2015_Article3.pdf
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