Innovation and Entrepreneurship Question The most realistic model for sustainability innovation is the stage model. This model focuses on using a common approach, which can be adopted by all organisations in order to attain sustainability innovation (Kim, & Mauborgne 2005). This approach involves placing all organisations on five-stage steps, which are also regarded as sustainability continuum. This enables all organisations to evolve effectively from unsustainable model between stages 1-to-3 and join the sustainable business framework at stages 4 and 5. This model enables all organisations to develop a similar perception of sustainability innovation.
As such, this model is realistic since attainment of sustainability innovation is not a requirement of one organisation, but all organisations in a country. In contrast, the contingency model perceives sustainable innovation as a move of one organisation. Contingency model outlines that organisation performance is linked to an effective fit between the organisation, as well as its environment and the decision-making style adopted by the organisation (Benkler 2006). The model makes an assumption an effective way of organising does not exist. As such, what can work in one organisation, may not work in another.
This illustrates that solutions to sustainability innovation are dependent on the circumstances. Therefore, using the contingency model is not realistic to attain sustainability innovation since all the strategies have to depend on circumstances. This limits chances of future prediction and attaining an effective sustainability innovation. Question 2 Advancement in the levels of technology contributes towards capturing of more value in the digital printing value chain (Sigismondi 2011). This occurs since investment in new technology results in product differentiation. This is associated with the development of high quality products, which secure a significant value in the market.
High levels of technology also result in production of high quality products, which other competitors may not be able to imitate. Hence, the value of these products is high. Further, digital printing supply chain may adopt economies of scale as a means of value capturing. This is because economies of scale will lead to low cost production, which is associated with higher profit margins (Baker 2006). In addition, economies of scale grant digital printing supply chain an opportunity to undertake effective research, development, and innovation of products.
This results in production of high quality products, which attracts a higher value among customers. Digital supply chain may also create value through effective marketing and branding of the products. In this, customers are able to associate quality with the reputation of marketing and branding strategies, which are adopted for the products. On the same note, marketing creates awareness to customers of the availability of these products, which makes customers perceive that these products are of a higher value.
Finally, sales and services form other effective ventures, which contribute towards capturing of value in the digital supply chain (Allen 2001). This is because digital products demands extensive explanation of their uses and repair and maintenance. As such, engagement in effective sales and services strategies, for digital products results in effective creation of value for digital supply chain. Bibliography Allen, K, 2001. Launching New Ventures: An Entrepreneurial Approach. United States of America: Cengage Learning. Baker, R, 2006. Pricing on Purpose: Creating and Capturing Value. Hoboken, New Jersey: John Wiley & Sons, Inc. Benkler, Y, 2006.
The Wealth of Networks: How Social Production Transforms Markets and Freedom. United States: Music Sales Corporation. Kim, W, & Mauborgne, R, 2005. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Press. Sigismondi, P, 2011. The Digital Globalization of Entertainment: New Paradigms in the 21st Century Global Mediascape. London: Springer.