This study examines the organization of resource-constrained innovation from a business model perspective. Using a multiple case study design, we demonstrate that the ability to organize resource-constrained innovation is built on cost, good-enough, frugal, and reverse innovation capabilities. Cost innovation does not always lead to a new product, rather it is a way to reduce operational costs through the value creation activities of a business model to achieve resource-constrained innovation. Good-enough innovations are developed through existing platform reengineering and localization through value creation activities. We demonstrate that frugal innovations are developed based on new product architectures and applications that can create completely new market segments to compete against non-consumption. Reverse innovations refer to frugal innovations that are characterized by higher market novelty because they create completely new market segments in developed and developing markets for value capture.

这项研究从商业模型的角度考察了资源受限的创新组织。使用多案例研究设计，我们证明组织资源受限的创新的能力是建立在成本，足够，节俭和反向创新能力之上的。成本创新并非总能带来新产品，而是一种通过业务模型的价值创造活动来减少资源消耗创新的方式来降低运营成本的方法。通过现有平台的重新设计和价值创造活动的本地化，可以开发出足够好的创新产品。我们证明节俭的创新是基于新产品架构和应用程序开发的，这些产品结构和应用程序可以创建全新的细分市场以与非消费竞争。