Journal of the National Research University Higher School of Economics




Editorial Board

Peer Reviewing

Publication Ethics


Publication terms

Authors guidelines

Forthcoming articles

ISSN 1995-459X print
E-ISSN 2312-9972 online
ISSN 2500-2597 online English

Leonid Gokhberg


Denis Klimanov1, Olga Tretyak1, Uri Goren2, Timothy White3
  • 1 National Research University Higher School of Economics, 20 Myasnitskaya Str., Moscow, 101000, Russian Federation
  • 2 Teva Pharmaceuticals, 5 Basel St. Petach Tikva 49131, Israel
  • 3 Teva Pharmaceuticals, Piet Heinkade 107, 1019 GM Amsterdam, Netherlands

Transformation of Value in Innovative Business Models: The Case of Pharmaceutical Market

2021. Vol. 15. No. 3. P. 52–65 [issue contents]

Creating and developing innovative business models (BM) is currently one of the key success factors for contemporary business. Rapid complex changes in the world reemphasize the need to better understand how BM can be successfully innovated in different markets. The digital component of BM innovation comes under a special spotlight, using the example of a company within the pharmaceutical industry. In particular, this study demonstrates how BM innovation can be developed and implemented in practice within the pharmaceutical market, which accelerates its digital transformation to increase the value it brings to the healthcare systems around the world while sustaining the ongoing crisis. In order to do that, the current paper offers a framework for BM innovation that defines BM elements, BM innovation aspects, and BM innovation logic. The study covers six markets that represent different value creation systems and mechanisms. This paper demonstrates how technological innovations can be activated using managerial tools and insights and also how they can be combined into the holistic system based on the needs of the key value chain actors.

Citation: Klimanov D., Tretyak O., Goren U., White T. (2021) Transformation of Value in Innovative Business Models: The Case of Pharmaceutical Market. Foresight and STI Governance, 15(3), 52–65. DOI: 10.17323/2500-2597.2021.3.52.65
Rambler's Top100 rss