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Research areas

My research program consists primarily of two lines of investigation, which together contribute to a better understanding and management of organizational value creation. My research interest is multi-disciplinary, integrating insights of strategy, innovation management, and operations management.

At a first level, my primary research is directed toward the success, design and innovation of business models as holistic value creation structures. By taking this macro level perspective, new insights for the growing research stream of business model management and innovation could be revealed, which are relevant for incumbent firms and start-ups alike. First, I investigated the relationship between business model innovation and services. Therefore, I conceptually linked the service dominant logic (SDL) with new business models (International Journal of Entrepreneurship and Innovation Management, 2014 with Laudien and Daxböck). My exploratory investigation of the airline industry (esp. maintenance repair and overhaul providers) showed that firms were required to make fundamental changes in their business model (e.g. additional services and stronger co-creation orientation) in order to stay competitive when suppliers entered later stages of the value chain to compete against established service providers (Journal of Product Development, 2013 together with Schneider and Spieth). A more recent study further showed the importance of perceived business model innovation in the service sector (i.e. restaurants) (R&D Management, forthcoming, with Kesting and Naskrent). Second, since research on business model innovation was mainly based on case studies and lacked large scale empirical substantiation, I have developed a measurement scale for the business model innovation concept (R&D Management, 2017). This provided the basis for many empirical studies and is very frequently cited. In my own quantitative empirical analyses, I am analyzing different antecedences such as organizational culture (R&D Management, 2015 with Hock and Schulz) or strategic agility (IEEE Transactions on Engineering Management with Abebe, Tangpong and Hock) and consequences such as customer value co-creation (R&D Management, 2019 with Kesting and Naskrent) of business model innovation. Furthermore, I provide a more detailed empirical taxonomy of business model innovation that focuses on SME instead of large established firms (International Journal of Innovation Managemen with Bouncken, Laudien, and Kraus). Third, as many new business models emerged from particular industry phenomena I utilize the business model concept to investigate certain practical phenomena. We explore the value creation potential of social business models (Long Range Planning with Schneider, Spieth and Eichenberg) and the managerial choices that determine the development of social business models (Organization & Environment with Schneider). Finally and more recently, I am interested in the drivers of successful digital business model innovation. I provided a practitioner oriented conceptualization of digital business models (Wirtschafts­wissen­schaft­liches Studium with Laudien) which can be used for teaching purposes. I recently extended this with empirical data to understand the strategic opportunities of digital transformation in incumbent firms as well as the success factors of business models in the sharing economy (Review of Managerial Science with Harengel and Hock).

At the secondary level, I investigate the management of value creation in inter-organizational collaboration. I particularly direct my attention to collaborative relationships of buyers with suppliers. By combining behavioral and strategic theories from supply chain management and alliance management, my research efforts contributed to our current understanding. First, I reveal, that the individual level perception of supplier firms by purchasing managers impacts supplier selection and the operational performance of the relationship. While rational criteria are primarily important when the initial supplier selection decision is made (Industrial Marketing Management, 2018with Tangpong), I find that traits such as likability, helpfulness, proactiveness and innovativeness influence the relationship performance outcomes (major revision at Journal of Supply Chain Management with Tangpong). Second, I substantiate the relevance of behavioral aspects for the innovation performance of buyer-supplier relationships. Drawing from social psychology literature, I link different relationship contexts to collaborative innovation generation. Whereas a strong relational context outperforms other relationships regarding innovation generation and joint problem solving, formalized, dominated contexts are second best regarding both outcomes. Loosely coupled contexts (very low frequency and dependence) hinder joint innovation generation but not joint problem solving. Tension contexts are worst in terms of joint innovation generation and problem solving (Creativity and Innovation Management Journal, 2012). Third, based on the former results, I analyze the impact of plural governance mechanisms for the strategic management of buyer-supplier relationships. My studies show, that transactional (primarily contract based) governance mechanisms in captive supplier relationships foster strategic effectiveness and operational efficiency, while relational governance mechanisms strengthen strategic effectiveness but reduce efficiency (R&D Management, 2016 with Spieth). By considering different outcome variables, I show that governance mechanisms (i.e. dependence and relationalism) are substitutive when product innovations are jointly created (major revision at Journal of Operations Management, with Tangpong, Hung, Michalisin and Melcher). However, when the collaboration aims for process improvement, the mechanisms become complementary. Finally, I find that the deployment of inter-organizational governance mechanisms is dependend on the contextual conditions of an alliance. The performance of different governance mechanisms varies with the degree of coopetition (Industrial Marketing Management, 2016 with Bouncken and Fredrich) as well as with the distribution of different power sources between alliance partners (Industrial Marketing Management, 2019 with Bouncken). My experiences about the strategic design of inter-organizational governance were also applied in other contexts like university-industry collaboration (Industrial Marketing Management, 2017 with Kesting) or open innovation networks (Journal of Strategy and Management, 2017 with Spieth).

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  • 6 Similar Profiles
Innovation Engineering & Materials Science
Industry Engineering & Materials Science
Electronics industry Engineering & Materials Science
Aviation Engineering & Materials Science
Customer satisfaction Engineering & Materials Science
Managers Engineering & Materials Science
Purchasing Engineering & Materials Science
Business model Business & Economics

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Research Output 2009 2019

A Double-Edged Sword Role of Coopetition on Process Innovation Efficiency

Chai, L., Jin, L., Clauss, T. & Tangpong, C., 1. Aug 2019, In : Academy of Management Proceedings. 2019, 1

Research output: Contribution to journalConference articleResearchpeer-review

Process innovation
Coopetition
Credibility
Cooperation and competition
Business-to-business relationships

A rolling stone gathers no moss: the effect of customers' perceived business model innovativeness on customer value co-creation behavior and customer satisfaction in the service sector

Clauß, T., Kesting, T. & Naskrent, J., Mar 2019, In : R&D Management. 49, 2, p. 180-203

Research output: Contribution to journalJournal articleResearchpeer-review

Customer satisfaction
Industry
Innovation
Customer value
Business model

BUSINESS MODEL RECONFIGURATION AND INNOVATION IN SMEs: A MIXED-METHOD ANALYSIS FROM THE ELECTRONICS INDUSTRY

Clauß, T., Bouncken, R., Laudien, S. & Kraus, S., 14. Apr 2019, In : International Journal of Innovation Management.

Research output: Contribution to journalJournal articleResearchpeer-review

Electronics industry
Innovation
Industry
Mixed methods
Business model

Business Models for Sustainability: Choices and Consequences

Schneider, S. & Clauß, T., 11. Jun 2019, In : Organization & Environment.

Research output: Contribution to journalJournal articleResearchpeer-review

Business model
Sustainability
Value creation
Economics
Interaction

Changing with the Time: New Ventures’ Quest for Innovation and Its Effect on their Business Models

Barwinski, R., Qiu, Y., Aslam, M. & Clauss, T., 2019.

Research output: Contribution to conference without publisher/journalPaperResearchpeer-review

Activities 2013 2019

Business Model Innovation - Concepts, Opportunities, and Potential Solutions

Thomas Clauss (Speaker)
6. Jun 2019

Activity: Talks and presentationsTalks and presentations in private or public companies

Long Range Planning (Journal)

Thomas Clauss (Peer reviewer)
2019 → …

Activity: Editorial work and peer reviewPeer review of manuscriptsResearch

Geschäftsmodelle im digitalen Zeitalter. Einfach mal machen

Thomas Clauss (Keynote speaker)
25. Oct 2018

Activity: Talks and presentationsTalks and presentations in private or public companies

Digital ins neue Jahr! Herausforderungen und Chancen für Ihr Geschäftsmodell

Thomas Clauss (Keynote speaker)
18. Jan 2018

Activity: Talks and presentationsTalks and presentations in private or public companies

Journal of Management Studies (Journal)

Thomas Clauss (Peer reviewer)
2018 → …

Activity: Editorial work and peer reviewPeer review of manuscriptsResearch