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Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers

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... This paper develops business model frameworks for migrant smuggling and tourist agency, hence applying the business model canvas (BMC) by Osterwalder and Pigneur (2010). Osterwalder and Pigneur (2010) represent the outline of the business model. ...
... This paper develops business model frameworks for migrant smuggling and tourist agency, hence applying the business model canvas (BMC) by Osterwalder and Pigneur (2010). Osterwalder and Pigneur (2010) represent the outline of the business model. This figure explains the business model of the organization through nine blocks and interrelated activities (Osterwalder & Pigneur, 2010): ...
... Osterwalder and Pigneur (2010) represent the outline of the business model. This figure explains the business model of the organization through nine blocks and interrelated activities (Osterwalder & Pigneur, 2010): ...
Chapter
This research analyses the results of the Belt and Road Initiative in 17 Central, Eastern, and Southeastern European countries that signed the China-Central and Eastern European Countries Initiative. The subject of the research is the extent to which the initiative would provide benefits for the growth and development of these countries. Special attention will be paid to the link between infrastructure development and FDI, and whether environmental standards are taken into account in the projects belonging to the domain of the Initiative. The authors analyse which areas of economy belong to Chinese investments in the selected countries, and whether the countries have taken into account strategically important investments for the society and the country's economy. One of the goals of the research will be whether in the previous period the countries regularly settled their debts to China and how the COVID-19 crisis has had an impact on debt repayment.
... While the existing literature shows firms' use of a business model canvas (Osterwalder & Pigneur, 2010), the question that has not been addressed is whether auditors can use the business model canvas in their audit practices. ...
... A business model visualizes the organizational and financial structures necessary for business operations (Magretta, 2002; Baden-Fuller & Morgan, 2010). Osterwalder et al. (2005) and Osterwalder and Pigneur (2010) argue that a business model is a concept showing a set of items, terms, and relationships to express a specific firm's business logic. They underline that a business model shows communication channels with customers. ...
... Among business models, one concept became popular. It is a business model canvas (Osterwalder & Pigneur, 2010). ...
Article
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The study aims to determine whether auditors can use a business model canvas in their operations and how it increases the auditing value. This paper uses qualitative methods, including in-depth interviews with 37 internal auditors from Poland. It shows that the current channel of communicating audit assumptions with requesters is insufficient to facilitate audit processes. The auditors’ communication with their clients is limited by being in their knowledge area. The study presents a modified business model canvas, which fits auditors’ needs. The proposed changes rely on a different sequence of the traditional Osterwalder’s Canvas building blocks. Besides, modified Osterwalder’s model includes Mission, Impact, and Accountability blocks. These blocks, added to the model, make aware audit parties that the auditors are mission-focused and impact-driven on audited organizations and their environment. Adopting the business model canvas framework in the audit process showed potential, as auditors can better explain audit goals and limitations. The study fits the literature related to firms because it emphasizes that creating the process understandability for external parties is a crucial performance point.
... It allowed the characterisation and structural analysis of renewable energy sector business models, and identification of the sources and essence of the value created by those models. To add depth to the research, elements of the "Canvas" [15] business model were used, strongly identifying the elements of value creation and its delivery to the customer, of significant importance in the development of business models for new undertakings, including start-ups. ...
... The dependencies between value for the customer and the transfer of value are linked to value networks and strategic choices, which are constituents of business models. When treating the business model as a specific combination of resources, it generates value through transactions both for the customer and for the organisation [15,17]. Stakeholders are also indicated as the recipients of value. ...
... According to our work, the business model can be treated as a system for the configuration of resources and interdependent activities focused on value creation. The collection of such activities, resources, the method of their organisation and links between activities, resources and the value network, which enable such activities in cooperation with partners or customers, are all clearly dependent on the adopted business model [15,19,32]. Many discussions emphasise close links between the business model and value creation for customers and the business, referring to the role of configuration of tangible and intangible factors and the option to transfer some of the income from the value provided to customers [25,33,34]. ...
Article
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The purpose of this paper is to identify the antecedence of business models for the renewable energy sector, characterise their concepts and structure, and assess the importance of innovation in the creation of value for the customer and for the business in the examined business models. According to the concept of K. Prahalad and M. S. Krishnan, an operational business model consists of three basic components. The first two are social architecture and technical architecture that represent specific resources. The third component comprises business processes. The operating business model according to the principles of the New Era of Innovation was used. The business models were presented as case studies of the following: a photovoltaic farm, a passive building and a local (communal) biogas plant. A desk research method was employed as well as triangulation of the research methods of non-participant observation, unstructured interview and business documentation review, in order to develop the case studies. The identification of antecedents for business models in renewable energy generation allows the argument that the business model can be treated as a system for the configuration of resources and interdependent activities, emphasising the role of the configuration of tangible and intangible elements. As the presented business models have been active for a relatively limited time, changes in competence and human capital attitudes, as well as social acceptance for those models, are not examined here. The absence of the upper and lower performance limit of the optimisation algorithm, or system variables, may be an interesting area for further research.
... Because we compare business method innovators with a matched set of nonbusiness method innovators that have similar levels of research expenditure and patenting output, our results imply that firms in these sectors should explore adding business methods to their portfolio of product or process innovations. Thus, in addition to equipping the company with a great product lineup, a business model undergirded by innovative business methods provides a significant source of competitive advantage (Osterwalder andPigneur 2010, Netessine and. ...
... The Business Model Canvas (Osterwalder and Pigneur 2010), which has emerged as a popular practitioner tool for business model design, helps illustrate the different components of a business model. Osterwalder and Pigneur (2010) decompose a business model into nine elements, which can be grouped into three components describing (1) a firm's customer identification and targeting strategy (segments, channels, relationships, and value proposition), (2) its organization of operations (activities, resources, and partners), and (3) its finances (cost and revenue). ...
... In Section 4, we will examine how well business method innovations in these sectors fit within such a typology. In Section 6, we will compare the performative effects of innovating on multiple components as opposed to innovating on any single component of the business model (Rivette and Kline 2000, Osterwalder and Pigneur 2010, Girotra and Netessine 2013. ...
Article
Full-text available
In what kinds of business method innovation do firms in the manufacturing and trade sectors engage? Does engaging in business method innovation create value for these firms? The present paper answers these questions using empirical evidence. Using text analysis of business method patents, we show that business method innovation in the U.S. manufacturing and trade sectors is aimed primarily at improving the business operations that support the sales of tangible products—that is, how the firm targets customers, manages product delivery, or enhances the product through service offerings. We then evaluate the effect of having business method innovation, as evidenced by patents, on a firm’s value. Leveraging the exogenous shock of the State Street ruling, which first recognized business methods as a patentable category of innovation, we identify a set of firms that possess business method patents and a matched set of comparable firms without such patents. Then, using a difference-in-differences with firm fixed effects model on the matched sample, we show that the valuation of the former set of firms increased by 9% after State Street, as measured by Tobin’s q. We further show that (1) business method innovators in the manufacturing sector gained a 7% increase, whereas business method innovators in the trade sectors gained a 25% increase; and (2) only firms with broader innovation scope—that is, business method innovations covering the range of customer targeting, product delivery, and service support of products—experienced a significant (18%) value bump. This research provides evidence that business method innovation in the manufacturing and trade sectors primarily involves innovating in business operations that support product sales. Our work also provides empirical support for the proposition that engaging in business method innovation drives manufacturing and trade firms’ market performance.
... This paper develops business model frameworks for migrant smuggling and tourist agency, hence applying the business model canvas (BMC) by Osterwalder and Pigneur (2010). Osterwalder and Pigneur (2010) represent the outline of the business model. ...
... This paper develops business model frameworks for migrant smuggling and tourist agency, hence applying the business model canvas (BMC) by Osterwalder and Pigneur (2010). Osterwalder and Pigneur (2010) represent the outline of the business model. This figure explains the business model of the organization through nine blocks and interrelated activities (Osterwalder & Pigneur, 2010): ...
... Osterwalder and Pigneur (2010) represent the outline of the business model. This figure explains the business model of the organization through nine blocks and interrelated activities (Osterwalder & Pigneur, 2010): ...
Chapter
Full-text available
Illegal migrations have especially after 2015 been recognized as one of the top priority problems to be solved in the EU. Scattered policies and dissonance among the EU states have mostly been followed by repressive ex-post policies being, however, massively attacked by liberal democracy. Starting from the Arrow-Debreu theory of markets they analyze these processes from the point of the applied theory of markets. Beyond instability and insecurity as push factors on the supply side in these processes of illegal immigrants, there is also the emergence of smuggling businesses. The authors try to prove the hypothesis that illegal refugee smuggling does demonstrate clear elements of the tourist industry, apart from entailing massive fraud practices. The authors will elaborate on the comparison of business models between a tourist agency and a typical illegal business entity dealing with the smuggling of illegal immigrants. Here, the approach of similarity of business process models will be used. The study will outline some policy proposals for the regulation of the migration market. Deriving from the results, the authors consequently propose market intervention policies and measures, so as to try to frame migration processes regarding the level of benefit for sending and host countries. Creative Commons Non-Commercial CC BY-NC: This chapter is distributed under the terms of the Creative Commons Attribution-Non-Commercial 4.0 License (https://creative-commons.org/licenses/by-nc/4.0/) which permits non-commercial use, reproduction and distribution of the work without further permission.
... For Teece [17], a business model represents the logic of a firm to create value for customers while ensuring a viable economic business structure. For a more detailed understanding of business models, employing the business model canvas developed by Osterwalder and Pigneur [18] a decade ago is the common approach. The main component of the business model canvas is the value proposition, i.e., the value that the enterprise proposes to the customers to solve their problems and satisfy their needs. ...
... With the literature introduced in Section 2.1 and 2.2, the following conceptual framework is proposed for our business case analysis ( Figure 1). In includes business model canvas key elements based around value creation, proposition, delivery, and capture [18]; circular strategies (cascading, upcycling, recycling, and recovering); bioeconomic principles (waste conversion from higher to lower value) [11,12,26]; circular bioeconomic business models success factors and barriers [31,32], as well as the role of the institutional context for a circular economy [30]. [11,12,18,26,[30][31][32]). ...
... In includes business model canvas key elements based around value creation, proposition, delivery, and capture [18]; circular strategies (cascading, upcycling, recycling, and recovering); bioeconomic principles (waste conversion from higher to lower value) [11,12,26]; circular bioeconomic business models success factors and barriers [31,32], as well as the role of the institutional context for a circular economy [30]. [11,12,18,26,[30][31][32]). ...
Article
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Mediterranean olive oil producers have multiple incentives for adopting circular business models and better resource management, facing water scarcity and huge amounts of waste, but also seeing new opportunities for value creation. This article aimed to understand how circular business models valorizing olive oil waste and by-products are implemented. Ten business cases from six Mediterranean countries were studied, mainly based on semi-structured interviews with enterprise managers. Data were analyzed according to the business model canvas elements, success factors, and barriers while considering the institutional context. The results highlight the diversity of activities, types of resources used, and partnerships and products offered in different market segments. The principles of biowaste conversion and circularity, such as cascading, upcycling, recycling, and recovering, are all applied. The key success factors comprise an environmental concern, knowledge about biotechnologies, markets and logistics, a long-term commitment to the sector, local availability of resources, legislation, subsidies, and product acceptance by consumers. The main barriers include a lack of specific public financial support, an insufficient knowledge transfer from research to olive oil producers, and a lack of articulation of needs for research by the enterprises. More public-private collaborations and multi-stakeholder projects are needed for further shifting to a circular economy in the olive oil sector.
... They studied a variety of different business models, resulting in a conceptual model consisting of nine building blocks [26]. These nine building blocks and their mutual influence can be illustrated using the so-called business model canvas [27]. In this paper, we rely on this canvas as our analytical framework, endeavoring to answer the following research question; how can IT help drive business model innovation ? ...
... The business model canvas [27] consists of the following nine building blocks: (1) customer segments, (2) value propositions, (3) channels, (4) customer relationships, (5) revenue streams, (6) key resources, (7) key activities, (8) key partnerships, and (9) cost structure (see Table 1 for descriptions of the building blocks). ...
... Drawing on the canvas with its nine basic building blocks, it is possible to illustrate how a company captures and delivers value to customers, and ultimately how it makes money. The nine building blocks cover four main areas of any business: customer, offer, infrastructure, and financial viability [27]. In essence, "the business model is like a blueprint for a strategy to be implemented through organizational structures, processes, and systems" [27:15]. ...
Conference Paper
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IT and the digital revolution transform modern society, including the way we do business. Outmoded business models are toppled only to see new, innovative enterprises rise from the rubble. In their best-selling book "Business Model Generation", Osterwalder & Pigneur (2010) describe the nature of business models along with a tool-the Business Model Canvas-for visualizing how organizations create, deliver, and capture value. Using the canvas' nine building blocks-customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure-as analytical framework, we review the literature to answer this research question: How can IT help drive business model innovation? The paper shows how IT supports innovation through changes to the building blocks, allowing new business model patterns to emerge. The article provides practitioners with advice on harnessing the power of IT to innovate business models, and it suggests avenues for future research.
... BMC therefore comprises the basic business logic of new ventures, i.e., value creation, value transfer and value distribution. It also provides creative visualization tools for entrepreneurs that are helpful for promoting startup ideas, reducing specula-tion, and aiding entrepreneurs to identify target users and reasonably solve problems (Osterwalder and Pigneur, 2010). ...
... Second, to realize a value proposition, carry out key tasks, invest core resources, seek important cooperation to form the cost structure. Third, determine whether an income source can cover the cost structure and then test the sustainability of the business model (Osterwalder, 2010). ...
Article
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In today’s volatile, uncertain, complex and ambiguous (VUCA) era, entrepreneurs face highly uncertain startup environments. Thus, traditional methods for launching startup businesses must address the challenges associated with uncertain environments. Based on the definition of startup as “the practical activity of starting a business in an uncertain environment”, the greatest challenge in startup is reducing uncertainty. Thus, this paper defines the lean and agile startup (LAS) method by using the business model canvas (BMC) as an iterative tool and combining the customer development (CD) method and agile method (AM). LAS is an upgraded version of lean startup (LS) that provides entrepreneurs with a “0-to-1” startup exploration method. It allows entrepreneurs to promote startup exploration activities through the “hypothesis-exploration-test-cognition” iterative model, thereby evolving their ideas into sustainable business models. Moreover, this paper articulates a developmental approach for building iterative startup software based on LAS. It therefore offers entrepreneurs a convenient and visual iterative tool for startup to improve the effectiveness of startup exploration.
... The practises considered as an educator form the outer ring of the REDPT, while the different design questions that may help you engage with this design practise can be found in the tool. The design tool has been inspired by other examples of design-based templates and tools such as the Business Model Canvas [67], the triple layered business model canvas [68], the Circular Business Model Innovation Tool [69] and the Biomimicry design lens (Biomimicry Institute 3.8) [70]. In subsequent work, the authors will work towards validating and further iterating on the REDPT towards a guide for practitioners, including a full description of how the final tool and guide have been developed and can be used. ...
... The practises consi ered as an educator form the outer ring of the REDPT, while the different design questio that may help you engage with this design practise can be found in the tool. The desi tool has been inspired by other examples of design-based templates and tools such as t Business Model Canvas [67], the triple layered business model canvas [68], the Circu Business Model Innovation Tool [69] and the Biomimicry design lens (Biomimicry Ins tute 3.8) [70]. In subsequent work, the authors will work towards validating and furth iterating on the REDPT towards a guide for practitioners, including a full description how the final tool and guide have been developed and can be used. ...
Article
Full-text available
Universities have the potential, and the responsibility, to take on more ecological and relational approaches to facilitating learning-based change in times of interconnected socioecological crises. Signs for a transition towards these more regenerative approaches of higher education (RHE) that include more place-based, ecological, and relational, ways of educating can already be found in niches across Europe (see for example the proliferation of education-based living labs, field labs, challenge labs). In this paper, the results of a podcast-based inquiry into the design practises and barriers to enacting such forms of RHE are shown. This study revealed seven educational practises that occurred across the innovation niches. It is important to note that these practises are enacted in different ways, or are locally nested in unique expressions; for example, while the ‘practise’ of cultivating personal transformations was represented across the included cases, the way these transformations were cultivated were unique expressions of each context. These RHE-design practises are derived from twenty-seven narrative-based podcasts as interviews recorded in the April through June 2021 period. The resulting podcast (The Regenerative Education Podcast) was published on all major streaming platforms in October 2021 and included 21 participants active in Dutch universities, 1 in Sweden, 1 in Germany, 1 in France, and 3 primarily online. Each episode engages with a leading practitioner, professor, teacher, and/or activist that is trying to connect their educational practice to making the world a more equitable, sustainable, and regenerative place. The episodes ranged from 30 to 70 min in total length and included both English (14) and Dutch (12) interviews. These episodes were analysed through transition mapping a method based on story analysis and transition design. The results include seven design practises such as cultivating personal transformations, nurturing ecosystems of support, and tackling relevant and urgent transition challenges, as well as a preliminary design tool that educational teams can use together with students and local agents in (re)designing their own RHE to connect their educational praxis with transition challenges.
... When applying to the programme, the companies had to describe their business model with a 'business model canvas' (Osterwalder & Pigneur, 2010). During the programme, the canvases were updated and in the interviews, we also asked them to evaluate their BM change. ...
... First order codes (based on the business model canvas, (Osterwalder & Pigneur, 2010) Second order codes (derived from analytical examination of the data on the first order codes Key partnersKey activitiesKey resourcesValue propositionCustomer relationshipChannelsCustomer segmentsCost structureRevenue streams . Digitalization of the service . ...
... It was aimed that customers will buy those products which will be affordable and profitable and available for them. It is also necessary that products should have quality, that's why organisations should focus on quality and improvement (Osterwalder, & Pigneur, 2010). This is the age of competition. ...
... Business model innovation on NBS has not been explored in depth (EEA 2021), but important contributions are emerging from NBS-related H2020 projects. For example, the Connecting Nature project adapted the traditional business model canvas tool (Osterwalder and Pigneur 2010) to better capture the wider value proposition of NBS. The Naturvation project has developed eight business models for NBS (risk reduction, green densification, local stewardship, green health, urban offsetting, vacant space, education and green heritage) and specified for each the value proposition, delivery and capture as well as enabling conditions (Toxopeus 2019) and nine H2020 NBS projects have reviewed the state-of-the-art and latest advances in business models for NBS (Mayor et al., 2021). ...
Article
The European Union (EU) has firmly positioned itself as a global leader in promoting and implementing nature-based solutions (NBS). The recently released EU Biodiversity Strategy for 2030, Strategy on Adaptation to Climate Change, and Forest Strategy - all representing key pillars of the ambitious European Green Deal (EGD) - rely on NBS to both preserve and restore ecosystem integrity and increase climate resilience. Although research and policy in Europe have advanced the conceptualization and operationalization of NBS, a much wider adoption is needed to reach the ambitious goals of the EGD and fulfil its vision of transforming into a sustainable, climate-neutral, climate resilient, fair, and prosperous EU by 2050. In this paper, we review recent EU-supported research, policy, and practices to identify critical dimensions that still need to be addressed for greater uptake of NBS. While recognising the multiple societal challenges NBS can target, we build on the key messages from the ‘5th European Climate Change Adaptation conference ECCA 2021’ and focus our analysis on NBS for climate change adaptation and disaster risk reduction. We screen a wide range of NBS cases across the EU and identify three core challenges to implementation: the lack of a comprehensive evidence base on the effectiveness of NBS to address targeted challenges; the need for a greater involvement of the private sector in financing NBS; and opportunities for enhancing stakeholder engagement in the successful design and implementation of NBS. We take these challenges as the starting point for a broader reflection and critical discussion on the role of i) knowledge, i) finance, including investments in NBS and divestments from nature-negative projects, and iii) governance and policy frameworks to enable the uptake of NBS. We conclude by identifying options for the EU to foster the uptake of NBS in research, policy and practice.
... Literature states that for a business model to function well, it needs to form a logical mechanism which enables the organisation to create, deliver and capture value (e.g. Casadesus-Masanell & Ricart, 2010;Osterwalder & Pigneur, 2010;Zott & Amit, 2010). Moreover, Casadesus-Masanell and Ricart (2010: 199) state that business models of successful organisations "generate virtuous cycles, feedback loops that strengthen some components of the model at every iteration." ...
Book
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Artists and creative workers have long been attracted to urban environments. Yet the ‘creative city ‘of the 21st century comes with its own pitfalls. From precarity at the level of the worker to gentrification at the level of the city: the creative engine starts to sputter. Therefore, after or even against the creative city, this book highlights the ‘common city’. The Rise of the Common City explores the value of commoning for cultural practices in urban contexts. The volume defends the hypothesis that a common culture offers better guarantees of urban sustainability than a purely market- or government-driven culture. After all, cultural dynamics are only possible by sharing. We understand culture in a broad anthropological sense, as a socially shared sign and meaning system through which urbanites can give meaning to their environment and their lives. Creative labour and artistic practices keep cultural dynamics alive by intervening in such processes of meaning. They can question, redraw or simply confirm meaning-making processes, habits, values and norms. That is why culture is too important to be left to the market and the government alone. Culture belongs to everyone. The Rise of the Common City examines the value of commoning for culture, but also the value of culture for commoning. What is the culture of the commons? And vice versa, what strategies, norms and rituals do commoners use to define a common space between government and market? The book sketches answers to these questions through conceptual and empirical work, ranging from sociology and philosophy over urban and cultural studies to law and policy science. The volume includes contributions by Walter van Andel, Iolanda Bianchi, Gideon Boie, Giuliana Ciancio, Lara García Díaz, Pascal Gielen, Arne Herman, Gökhan Kodalak, Thijs Lijster, Lara van Meeteren, Hanka Otte, Ching Lin Pang, Tian Shi, Stavros Stavrides, Maria Francesca De Tullio, Louis Volont and Bart Wissink. If there is any conclusion to be drawn, it might be this: the future of culture will have to be common, or there will be no culture at all.
... Une recherche de ce type est également à même de nourrir la réflexion en matière de business model canvas (Osterwalder et Pigneur, 2010) d'abord en amont du canvas avec la formalisation d'un raisonnement en « effectuation » au regard d'une « perte acceptable » (affordable loss) (Sarasvathy, 2001) et d'un pivot entrepreneurial. Le pivot entrepreneurial est, rappelons-le, le moment où, dans le processus de création, au cours de l'étape de concrétisation, l'entrepreneur modifie le produit / service ou change de logique au regard d'une opportunité nouvellement identifiée dans le cadre d'une boucle « client -problème -solution », boucle qui entre en phase avec celle dont il est question dans le « modèle de l'intéressement » mis en parallèle avec les modèles de l'apprentissage organisationnel. ...
Chapter
In the series of testimonies articulating “management sciences” and “qualitative research”, this text addresses the use of the Actor-Network Theory for a knowledge creation on the waste crisis in Beirut since 2015 from the “model of interessement”. The three registers of ANT (as a theory, as a methodology and as a method) are put into perspective with a conclusion on the managerial contributions and the precautions to be taken in the articulation between a qualitative approach and the corpus of organizational theories. In addition to the interweaving between ANT and organizational learning (an important theoretical and empirical issue), the illustration developed in this text allows us to address, from a conceptual point of view, one of the major issues in the creation of knowledge in management sciences today: the question of sustainable development through the double register of waste and entrepreneurship.
... Une recherche de ce type est également à même de nourrir la réflexion en matière de business model canvas (Osterwalder et Pigneur, 2010) d'abord en amont du canvas avec la formalisation d'un raisonnement en « effectuation » au regard d'une « perte acceptable » (affordable loss) (Sarasvathy, 2001) et d'un pivot entrepreneurial. Le pivot entrepreneurial est, rappelons-le, le moment où, dans le processus de création, au cours de l'étape de concrétisation, l'entrepreneur modifie le produit / service ou change de logique au regard d'une opportunité nouvellement identifiée dans le cadre d'une boucle « client -problème -solution », boucle qui entre en phase avec celle dont il est question dans le « modèle de l'intéressement » mis en parallèle avec les modèles de l'apprentissage organisationnel. ...
... Une recherche de ce type est également à même de nourrir la réflexion en matière de business model canvas (Osterwalder et Pigneur, 2010) d'abord en amont du canvas avec la formalisation d'un raisonnement en « effectuation » au regard d'une « perte acceptable » (affordable loss) (Sarasvathy, 2001) et d'un pivot entrepreneurial. Le pivot entrepreneurial est, rappelons-le, le moment où, dans le processus de création, au cours de l'étape de concrétisation, l'entrepreneur modifie le produit / service ou change de logique au regard d'une opportunité nouvellement identifiée dans le cadre d'une boucle « client -problème -solution », boucle qui entre en phase avec celle dont il est question dans le « modèle de l'intéressement » mis en parallèle avec les modèles de l'apprentissage organisationnel. ...
Chapter
Dans la série des témoignages venant articuler « sciences de gestion » et « recherche qualitative », ce texte aborde l’usage de la théorie de l’acteur réseau (Actor-Network Theory) pour une création de savoir sur la crise des déchets à Beyrouth depuis 2015 à partir du « modèle de l’intéressement ». Les trois registres de l’ANT (comme théorie, comme méthodologie et comme méthode) sont mis en perspective avec une conclusion sur les apports managériaux et les précautions à prendre dans l’articulation entre une approche qualitative et le corpus des théories des organisations. Outre le tressage entre l’ANT et l’apprentissage organisationnel (enjeu théorique et empirique important), l’illustration développée dans ce texte permet d’aborder, un point de vue conceptuel, un des enjeux majeurs de la création de savoir en sciences de gestion aujourd’hui : la question du développement durable au travers du double registre du déchet et de l’entrepreneuriat.
... The business model canvas allows analyzing the different alternatives an organization must create a value strategy when offering a product. According to [58], the value proposition materializes the company's strategy for each customer segment, describing the unique combination of product, price, service, and image. The value proposition should communicate what the company expects to do better or differently than the competition for its customers. ...
Article
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Remanufacturing is a production practice that requires the work of producers, consumers, and the government. There are benefits associated with this production model, such as improving the environment, opportunities for cost savings, and others. However, it is essential to identify the factors that affect the possibility of acceptance of this production model. This research proposes a model based on different analysis methodologies and techniques of SEM (Structural Equations Modeling) and the method of PLS (Partial Least Squares). A total of 403 responses to the survey were collected from 1 November 2021 to 15 January 2022. For the data treatment, SPSS, Excel, and WarpPLS software were used to identify the variables, factors, and their direct and indirect effects among the latent variables, referring to a scheme focused on consumer perception based on the acquisition remanufactured products. This created model served as a reference to create and develop a design and repair strategy for White goods or similar products in handling, logistics, and repair. This design strategy was transformed into a business model based on a circular economy, particularly on a Product–Service System with social, economic, and environmental benefits for producers and consumers.
... Agregan Verhoef, Kannan e Inman (2015) que los investigadores de marketing se han centrado principalmente en la publicidad digital y los efectos de las redes sociales, incluidos los desarrollos de modelos de atribución y desarrollos multicanal y omnicanal. La literatura sobre gestión estratégica se ha centrado principalmente en la conceptualización, operacionalización y renovación de modelos comerciales (digitales) (Foss y Saebi, 2017;Osterwalder y Pigneur, 2010). En la literatura sobre sistemas de información, los investigadores tradicionalmente han prestado mucha atención a los desarrollos técnicos relacionados con la adopción y el uso de tecnologías digitales y el valor comercial resultante (Nambisan et al., 2017, Sambamurthy et al., 2003. ...
Book
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Recientes estudios hacen énfasis en que la transformación digital tiene un efecto positivo en el crecimiento, la productividad y la competitividad de las MiPymes (Katz y Suter, 2009; Consejo Privado de Competitividad, 2020), al afirmar que esta estimula el acceso a clientes locales e internacio- nales, y la reducción de costos al simplificar procesos internos, mejora la experiencia del cliente, aumenta la visibilidad de marca y sirve de insumo para una mejor toma de decisiones (El Espectador, 2020; Organización para la Cooperación y el Desarrollo Económicos - OCDE, 2019). En este sentido, al estudiar las cifras del Consejo Privado de Competitividad (2020) y el Observatorio de Economía Digital citado en Portafolio (2019) se encontró que: El 8 % de las empresas en Colombia utilizan internet de las cosas, el 3 % realiza impresión 3D, el 1 % utiliza robótica en sus procesos y el 22 % de las empresas se encontraba alistándose para transformación digital a 2020. Las anteriores cifras sugieren que en Colombia existe un bajo nivel de adopción de transformación digital en las empresas MiPymes generado por la falta de inversión en la formación de los empleados en capacidades digitales, procesos y modelos de negocio novedosos y cambios organiza- cionales que promuevan la cultura digital (Haskel y Westlake, 2018; OCDE, 2019
... Organizations can create innovation in all aspects of business by utilizing available opportunities, creating value for customers, and by providing better service delivery by addressing issues of sustainability (França et al., 2017). Osterwalder and Pigneur (2010) described the business model as the foundation that how a business unit generates, distributes, and captures value. Business model canvas (BMC) has become a de-facto benchmark for the development of business models (Rachinger et al., 2018). ...
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In several studies, knowledge is witnessed as one of the foundations of long-term competitive edge and is also a basic source of new product development (NDP) performance. The aim of this study is to investigate the role of knowledge management capabilities (KMC) in new product development performance with the mediating role of organizational agility. Additionally, this study also intends to examine the moderating role of business model innovation on the relationship of KMC with organizational agility. This study was conducted on the Chinese automobile sector, and the NPD project managers, supervisors, and engineers of the sector were respondents of this study. A survey questionnaire was used to collect the data from 201 respondents, and data were analyzed using the Smart PLS 3 software. The findings of this research, although limited to the automobile industries, indicate that knowledge sharing and knowledge application have significant and positive effects on the development of new products. Organizational agility significantly mediates the relationship of KMC with NPD. The results found that business model innovation has a significant moderating role in the relationship between KMC and organizational agility. Moreover, the results of this study will assist the managers in developing a modern competitive business environment by implicating KMC in the process of NPD. Lastly, organizations may improve the sustainability of their product and their overall performance by using organizational agility and modern ways of value delivery.
... 1. El gobierno con implementación de políticas que van desde el nivel macro a micro (European Urban Knowledge Network [25]) mediante programas piloto e iniciativas para satisfacer la necesidad de cerrar el ciclo de vida de los materiales e introducir formalmente la EC. Destacan en este punto China, Japón, Reino Unido, Alemania, Holanda y Dinamarca [26,27,28,29,30]. ...
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Resumen El modelo de economía lineal en el cual se compra usa y desecha, ha ocasionado un uso excesivo de los recursos naturales, la contaminación de suelo, aire y agua por una gran cantidad de desperdicios. Por otro lado, la economía circular plantea una forma diferente para utilizar los recursos naturales y mantener la actividad económica. Este documento busca describir y analizar las bases conceptuales de la economía circular. Se presenta una revisión bibliográfica en bases de datos de alto impacto sobre el tema y su papel en la actividad industrial sustentable. Durante las dos últimas décadas, la economía circular y las líneas de pensamiento relacionadas han adquirido mayor interés en la industria, academia, y a nivel gobierno. La economía circular se enfoca en desplazar la presión ambiental del crecimiento económico, lo cual, promueve sistemas de producción basados en la reducción de desechos y en la optimización del aprovechamiento de los recursos, al utilizar productos y servicios en bucles mediante el cierre de ciclos de vida de los productos ayuda a dirigir hacia un desarrollo regenerativo y por tanto, un bienestar social y económico con impacto global. Los países de la Unión Europea y China han implementado la economía circular a nivel micro, meso y macro. La economía circular proporciona una alternativa viable para sustituir el modelo lineal de economía. Keywords: Circular economy; linear economy; sustainable industry. Abstract The linear economy model in which products are purchased, used, and thrown away, has caused excessive use of natural resources, soil, air, and water pollution due to excessive waste. On the other hand, the circular economy poses a different way to use natural resources and maintain economic activity. This document seeks to describe and analyse the conceptual basis of the circular economy. We review the information on the subject taken from high-impact databases and its role in sustainable industrial activity. Over the past two decades, the circular economy and related lines of thought have gained more significant interest in the industry, academia, and at the government level. The circular economy focuses on shifting the environmental pressure of economic growth. It promotes production systems based on waste reduction and optimization of natural resource utilization. Using products and services in loops by closing product life cycles helps lead towards regenerative development and, therefore, social and economic well-being with global impact. The European Union and China have implemented the circular economy at the micro, middle, and macro level. The circular economy provides a viable alternative to replace the linear model of economics.
... This was the fourth year that the program was being offered. The program included instruction and exercises using the lean startup methodology (Ries, 2011), design thinking (Martin, 2009), the business model canvas (Osterwalder & Pigneur, 2010). A number of guest speakers, faculty, and mentors were also involved to help guide students through the program. ...
... In the first expert workshop, the Perspective dimension has been set to the Strategic Perspective. In the following we describe a use case for the collaborative modeling of a Business Model Canvas (BMC) [14,20]. The advantage of using AR in this scenario is that multiple users can collaborate remotely or on-site, and physical tools are no longer needed because all BMC components can be visualized virtually. ...
... BMC is a chart that describes a firm's values proposition, the customers to be served, the cost structure and how the program (business) makes money. The step-by-step business model including its provided value proposition is discussed in this paper (Osterwalder & Pigneur, 2010;Osterwalder et al., 2014). ...
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This paper describes the intent of learners to acquire university education, the basis for selecting study courses, the means to assess the quality of higher education, what the challenges faced by the learners are, as well as suggestions for improvement. The design and system thinking approach has been adapted to address the well-being issues of B40 young people in Bangladesh, through understanding their need, followed by building conceptual business models using modeling tools, i.e., Business Model Canvas (BMC) and Value Proposition Canvas (VPC) model. The main objective of this paper is to investigate the contribution and the role of a Malaysian University to solve problems of quality of higher education in Bangladesh and what initiatives should be taken to overcome this problem. This paper offers a validated conceptual Malaysian University of the Future (UotF) business model with the focus on international community engagement programs to help Bangladeshi students to acquire knowledge, abilities, skills, and values toward developing a harmonious and sustainable society. The contribution of this paper is the presentation of a conceptual, validated business model in both BMC and VPC formats. This conceptual business model can further be applied to civic engagement operations by other universities.
... Dans ce contexte favorable, il nous parait judicieux d'observer ces pratiques d'expérimentation et de montrer en quoi elles peuvent contribuer à l'adaptation des organisations à leur environnement. En effet, la généralisation de ces pratiques d'expérimentation à l'ensemble de l'organisation peut aider les entreprises à s'adapter plus rapidement à leur environnement, en permettant d'améliorer les nouvelles offres (meilleure adéquation par rapport aux attentes du marché, limitation du taux d'échec commercial après lancement, amélioration de la profitabilité des offres…), mais aussi Online, 3-5 juin 2020 en agissant sur la culture organisationnelle et en établissant les bases de compétences marketing adaptatives (Day, 2011 (Anderson & Simester, 2011;Blank, 2013;Davenport, 2009;Dos Santos & Spann, 2011;Furr & Dyer, 2014;Osterwalder, 2010). L'usage des méthodes expérimentales a été tout d'abord popularisé dans l'agronomie et la biologie (Thomke, 2013). ...
Conference Paper
Les pratiques d'expérimentation d'affaires au sein des équipes marketing Barbarin Thibaut Université Paris-Dauphine, PSL, DRM UMR 7088 thibaut.barbarin@dauphine.psl.eu Résumé : Cette recherche vise à présenter l'expérimentation d'affaires telle que pratiquée au sein des équipes marketing. En effet, cette pratique se diffuse rapidement au sein des organisations. Ce phénomène est notamment favorisé par la transformation numérique en cours des organisations. L'intérêt premier de cette pratique pour les organisations est qu'elle contribue à leur effort d'innovation. Au-delà de ce premier bénéfice, cette pratique peut permettre aux organisations d'accéder à des apprentissages multiples, que ce soit sur la génération d'autres opportunités d'innovation, sur les processus de mise en oeuvre de l'expérimentation ou sur la gestion de la montée en compétences des équipes, que ce soit sur les pratiques ou dans leurs capacités à apprendre. De façon à mieux comprendre l'expérimentation d'affaires, nous présentons tout d'abord les pratiques suivies par les organisations au sein des équipes marketing. Nous proposons ensuite une typologie des pratiques d'expérimentation d'affaires qui apporte une grille de lecture tenant compte de l'apprentissage associé ainsi que du périmètre de l'expérimentation. Enfin, grâce à des entretiens menés auprès de praticiens, après avoir conduit une analyse qualitative thématique, une taxonomie émerge empiriquement, qui permet de rendre compte de la diversité des pratiques et des enjeux associés. Notre contribution réside dans l'apport d'une typologie conceptuelle et d'une taxonomie
... Seeking to make sense of entrepreneurial ventures and practices within the confines of the dual nexus framework, scholars have proposed a range of specific concepts that sit rather uncomfortably between individual and environment, such as new venture ideas , which are "imaginary combinations of product/service offerings, markets, and means of bringing these offerings into existence " ( Davidsson, 2015 : 675), or symbolic blueprints , which "epitomize the symbolic aspect of the interaction between entrepreneurs and their environments " ( Dimov, 2011 : 62). Lacking allegiance to academic frameworks, practitioners tend to speak much more clearly about the centrality of "minimum viable products " ( Ries, 2011 ), "pretotypes " ( Savoia, 2019 ), and "business models " ( Osterwalder & Pigneur, 2010 ) as the means by which founders iteratively test their visions and design their ventures to fit with environmental circumstances (cf. Berglund & Glaser, 2021 ). ...
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The Journal of Business Venturing Design is premised on the idea that it is productive to consider entrepreneurship a form of design and entrepreneurship studies a design science. This introductory essay will attempt to clarify and relate these concepts. But before doing so, a few words about design and artifacts in general.
... It includes the value proposition for the selected target customers. It also contains the logic of how value is generated for the enterprise (Osterwalder & Pigneur, 2010). Jodlbauer (2020) stated that a business model represents an abstract, structured, and simplified representation of an organization. ...
Conference Paper
The use of high-resolution image sensors and their constant networking via the Internet of Things leads to many new application scenarios for computer vision systems. Examples can be found in agriculture, manufacturing , autonomous driving, healthcare, and many more. However, the question that arises is how the use of such systems impacts the value proposition of organizations. When does the complex and sometimes expensive implementation in business processes make economic sense? These questions were addressed and analyzed with a qualitative approach as part of a mixed research method. Thereby, the most frequently prioritized objectives of the experts surveyed were to increase quality, reduce costs and increase efficiency.
... Hypothesis testing of assumptions and minimally viable prototypes can also be useful for business model design (Bocken and Snihur, 2020;Camuffo et al., 2020). In fact, such testing is at the heart of the "lean startup" method (Ries, 2011) and the related business model canvas (Osterwalder and Pigneur, 2010). ...
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In the past decade, the business model has emerged as a fundamental strategic and organizational concept. In this essay, we first "look back" to synthesize recent research on designing high-performing business models into two influential research streams. Managerial cognition grapples with the role of holistic mental models and strategic thinking for designing effective configurations of business model attributes. Learning processes address the uncertainties that emerge from the major disruptions that create opportunities for new business models. We then "look forward" to the exciting work on business models that remains for both extending current research and exploring broad societal impacts. Overall, we argue that the business model is rapidly replacing strategy as the most significant source of competitive advantage.
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In recent years, the circular economy has gained traction as a promising contributor to sustainable development. However, the implementation of sustainable and circular business models remains relatively low. Although the related literature is rapidly evolving, there is still a lack of understanding of the complex process of circular business model innovation, a need for concrete guidelines for firms and calls for more empirical studies. This thesis explores three related questions: what is known about circular business model innovation? how does it happen? and how to facilitate it? To this end, first, a systematic literature review on the emergent field of circular business model innovation is combined with a multiple-case study on ten firms. A summary framework of present and future research is offered, framing and assessing current literature and identifying major research gaps. Secondly, building on the theory of dynamic capabilities, the multiple-case study data is abductively analyzed to identify 26 best practices for circular business model innovation. These are grouped in twelve microfoundations of dynamic capabilities, and highlighting practices such as the adoption of a lifecycle perspective and ecosystem collaboration. Thirdly, 21 innovation cases are analyzed to identify 10 drivers and 25 barriers that affect the different types of circular business innovations. And finally, following an action design research approach, a design thinking-based process framework for guiding the design and implementation of circular business models is developed, including twelve specific tools. This thesis provides an improved understanding of business model innovation for the circular economy, offering concrete guidance for practitioners and a set of context-adaptable tools to support firms in their sustainability transformations.
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Entrepreneurial ecosystems play a key role in the development of startups by not only providing support—such as flexible office space and access to skilled employees, mentors, and investors—but moreover by promoting concrete ideals about “good” entrepreneurship. However, we know less about the role that ecosystems play for managerial practices of startups. In our empirical analysis of management control systems (MCSs) in earliest‐stage startups, we witness a strong influence of entrepreneurial ideals, above all the Lean Startup philosophy, on the MCSs analyzed. Building on cross‐sectional field study data resulting from a comprehensive field‐immersion strategy and 50 interviews with key actors in an entrepreneurial ecosystem as well as with founder‐managers of startups, we consider the entrepreneurial ecosystem as a collective meso‐level community that mediates between macro‐level institutional pressures and micro‐level practices of startups. We show how this community, through a variety of what we term amplifying mechanisms, actively deinstitutionalizes a legacy entrepreneurial philosophy epitomized by the business plan concept. At the same time, the community propagates the Lean Startup philosophy so that this alternative has become the dominant institutional philosophy in the studied ecosystem and its startups. Due to the amplifying mechanisms exerted by the meso‐level, startups use MCSs that play a crucial role in the rapid experimentation and learning process towards finding a scalable business model that is characteristic of the Lean Startup philosophy. We highlight that this philosophy of scientific experimentation has, to a significant degree, transformed intuitive entrepreneurial processes into a set of transactions which can be steered and accelerated by MCSs. This article is protected by copyright. All rights reserved.
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Enterprises require sufficient finances on a sustainable basis to achieve their set goals and deliver effective, efficient, innovative, and quality services. More so the social enterprises as they cater to a larger base. Yet social enterprises the world over face funding challenges. Special schools are no exception, even if they are established by the government for social upliftment and enhanced inclusivity. Hence, the aim of this paper is to explore the challenges special schools face in Windhoek, Namibia. Adopting exploratory research design with mixed methodology approach, quantitative data collection by questionnaire from 50 participants and qualitative data collected through structured interviews include four management staff of two special schools, one each from philanthropic organization Ministry of Education. Findings reveal the various reasons for challenges in financing are due to the Government abolishment of the School Development Fund (SDF) and cuts in education budgets due to financial crisis. Recommendations include special planning and private-public partnerships.
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Agile development methodology has become popular among software developers. Some non-agile developers integrate certain agile and design thinking practices in their development. Among these practices include identifying personas, creating empathy and journey maps and writing user stories. This research adopts the Design Science Research Methodology, focusing on integrating agile and design thinking practices in generating quality user stories in the design of augmented reality (AR) applications. An integrated development process is modelled and applied in an example application, an AR application for student welfare services events. The study goes through the process of eliciting user requirements by identifying user personas, creating empathy maps and customer journeys and writing user stories as part of the discovery stage of the AR application development. The user stories are evaluated by fifteen agile practitioners based on fourteen criteria adapted from Quality User Story Framework. The user stories are scored and assessed to determine the level of quality.
Chapter
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Thesis
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Chapter
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Diagrams and tools help to support task modelling in engineering and process management. Unfortunately they are unfit to help in a business context at a strategic level, because of the flexibility needed for creative thinking and user friendly interactions. We propose a tool which bridges the gap between freedom of actions, encouraging creativity, and constraints, allowing validation and advanced features.
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This paper aims to clarifyi the concept of business models, its usages, and its roles in the Information Systems domain. A review of the literature shows a broad diversity of understandings, usages, and places in the firm. The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work. Then the general usages, roles and potential of the concept are outlined. Finally, the connection between the business model concept and Information Systems is described in the form of eight propositions to be analyzed in future work.
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The purpose of this study is to analyze how different relationship styles of employees in the hi-tech industry influence innovation performance. This is helpful to understand whether the intimacy among employees in each relationship style has a positive effect on innovation performance. This study takes employees in the hi-tech industry as subjects and finds that the relationship style of an organization can effectively predict the innovation performance. Hence, an organization needs to establish and maintain the relationship among members, encourage high intimacy among them and increase their work efficiency to improve the innovation performance of the organization. This study presents the following management implications: (1) this study analyzes the effect of social activities on innovation performance from the viewpoint of employees. The result shows a positive outcome, indicating that managers of the hi-tech industry need to pay more attention to the intimacy among organizational members; (2) for the hi-tech industry, improving innovation performance within an organization can start with individual employees. The relationship of an employee with the organization, supervisor and colleague and, thus, the innovative performance of the organization can be improved via job rotation, implementation of the mentoring system, and role-playing activities.
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Inevitably, education is considered as the main tool for development. Regardless of nationality, race, age and culture, everyone in this contemporary world believes that education is the commonest medicine that cures every disease hindering the development of a nation. Keeping this view, countries put endless efforts in the development of education. Major phenomena for the development process of education include: privatization, teacher education, design of modern and well-timed course and curricula and establishment of infrastructure and logistics. For the allocation of national budget, most of the states provide the highest preference to education. Despite these efforts, many countries fail to achieve the target that is especially aimed for their national development through education. Why is this happening, since the purpose of education is to ensure national development? Encompassing of many research findings sums up that education is not playing the role according to its purpose. Thus, many prescriptions have been provided through researches with an ideology of "Education as Right" to solve the problems. All these suggestions are still unsuccessful to make the education system desired functional. The conducted research for this paper has to understand what would be the difference if students do not consider education as their rights, but do judge it as their assets and property. Results assert that this attitude would be able to change the psychological setup of poor students developing an ownership attitude toward education. This would irrevocably help to achieve the national goal of education. However, a new paradigm called voucherilization would be the key for the change of psychological and mental current setup of the underprivileged students.
Article
This methodology paper puts forth a novel process with which to portray the value network and enterprise asset creation. Real cases which involved field research by the authors are used to present and better illustrate certain concepts. Organizations involve intense human interaction and require novel ways which make evident variations in performance, a central aspect of management today and in the near future. Our contribution is in combining the use of the narrative / storylines, game design patterns, value network analysis and the dynamic capabilities paradigm to reduce the complexity of the strategy debate. Our modelling tool is also pictorial and so simple to grasp. The primary value of graphical notations lies in their communication and understanding possibilities (Fowler, 2004). The importance of the dynamic capabilities paradigm (Teece et al., 1997) is emphasized in which ICT plays a central and strategic role (Pavlou, 2004) in the creation of value and consequently enterprise assets. Geertz (2000) brought attention to the fact that research is performed in order to clarify or usefully revise our own or someone else's ideas and we see this clarification and revision as being necessary given a heightened need to motivate and inspire people to carry out actions of disruptive change (Denning, 2004).
Article
Business of state is to provide a decent life to its citizens giving a wider and increased access to the needs. In order to do so, business of state always concentrates to provide a better access to five fundamentals (that is, food, cloth, shelter, education and health) maintaining an increasing curve nationally every year. A testimonial of significant success of business of state is gained when a state can maintain an increasing curve both national and international competition. In the eye of public policy, it is no matter, whether the state itself engages in business operation directly or not. A business can be owned and operated by private organization or individual. But through public policy, state has to ensure an increased decent life for its citizen which is considered success. However, either for a faulty policy or international policy influence or weak implementation of a policy, many polices have become dysfunctional or reverse-functional. The research for this paper, the first of its nature in Bangladesh, has been carried out by document review and government data analysis, questionnaires, desk study, interviews, and observation to understand the impact of Education for All-EFA (An international education policy) on state business of education in Bangladesh. Findings reveal that in order to meet the target of EFA, education policy both macro and micro levels has been changed rapidly and dramatically. Because of sudden change of policy, while state business of education gains only quantitative benefit declining qualitative achievement, private higher education enjoys a greater success in business using 'commoditization theory' in education. Key words: Business of state, commoditization, education for all (EFA), education policy, marketing in education, privatization of higher education, sale tuition.
Article
A theory often advanced is that the 'brain drain' of third world graduates to the first world generates a high income of foreign currency, and that this income contributes to the development of third world, In this paper, however, we put forward the theory that semi/unskilled emigrants currently contribute the higher income of foreign currency. Although the highly skilled group may earn higher wages, they do not necessarily send large remittances back to the third world, mainly because they have settled into a good life in the country to which they have migrated. Moreover, we also emphasise that the cost of producing a highly skilled individual is greater than that of semi-skilled or unskilled graduate. This paper suggests that there is a need for intervention by international donor organisations for global collaboration in order to facilitate the development of the third world by halting the 'brain drain'. Research for this paper, the first of its kind in nature in its area, has been carried out by mainly interviews.
Article
After explaining why business executives and academics should consider thinking about a rigorous approach to e-business models, we introduce a new e-Business Model Ontology. Using the concept of business models can help companies understand, communicate and share, change, measure, simulate and learn more about the different aspects of e-business in their firm. The generic e-Business Model Ontology (a rigorous definition of the e-business issues and their interdependencies in a company's business model), which we outline in this paper is the foundation for the development of various useful tools for e-business management and IS Requirements Engineering. The e-Business Model Ontology is based on an extensive literature review and describes the logic of a "business system" for creating value in the Internet era. It is composed of four main pillars, which are product innovation, infrastructure management, customer relationship and financials. These elements are then further decomposed.
Article
The subject of this paper is a multi-stage, multi-person business game which will be used for executive training purposes by the American Management Association. A discussion of the basic philosophy of game play, and of the many analytical, computational, and conceptual difficulties encountered in the construction of business games, is followed by a description of the game in question, as actually constructed and played, with particular attention to four features which, it is felt, merit consideration: 1 Absence of an explicit criterion function; 2 Principle of marginal change; 3 Hidden formulas; 4 Minimal computation. The game which, in a number of preliminary plays with top management participating, has met with a favorable reception is outlined in some detail with a view to showing how it circumvents or overcomes a number of the obstacles described.
Article
The goal of this dissertation is to find and provide the basis for a managerial tool that allows a firm to easily express its business logic. The methodological basis for this work is design science, where the researcher builds an artifact to solve a specific problem. In this case the aim is to provide an ontology that makes it possible to explicit a firm's business model. In other words, the proposed artifact helps a firm to formally describe its value proposition, its customers, the relationship with them, the necessary intra- and inter-firm infrastructure and its profit model. Such an ontology is relevant because until now there is no model that expresses a company's global business logic from a pure business point of view. Previous models essentially take an organizational or process perspective or cover only parts of a firm's business logic. The four main pillars of the ontology, which are inspired by management science and enterprise- and processmodeling, are product, customer interface, infrastructure and finance. The ontology is validated by case studies, a panel of experts and managers. The dissertation also provides a software prototype to capture a company's business model in an information system. The last part of the thesis consists of a demonstration of the value of the ontology in business strategy and Information Systems (IS) alignment.
Book review -Tourism and leisure research methods: Data collection, analysis and interpretation
  • M Kalula
Kalula M (2010). Book review -Tourism and leisure research methods: Data collection, analysis and interpretation. Afr. J. Bus. Manage., May, 4(5): 1. Langley A (1999). Strategies for theorizing from process data. Acad. Manage. Rev., 24(4): 691-710.
Modelling change using a novel business narrative modelling language
  • M A Oliveira
  • Jjp Ferreira
Oliveira MA, Ferreira JJP (2010b). Modelling change using a novel business narrative modelling language. Paper presented and published on the Website of the 5 th Workshop on Organizational Change and Development: Core Competences in a Changing World;
Strategic change communication using a novel Business Narrative Modelling Language
  • M A Oliveira
  • Jjp Ferreira
Oliveira MA, Ferreira JJP (2010c). Strategic change communication using a novel Business Narrative Modelling Language. A full paper presented virtually and published in the conference proceedings of the International Conference of Education, Research and Innovation -ICERI2010 (organized by IATED). Madrid, Spain, 15-17 November.
An eBusiness Model Ontology for modeling eBusiness. 15 th Bled Electronic Commerce Conference -eReality: Constructing the eEconomy
  • A Osterwalder
  • Y Pigneur
Osterwalder A, Pigneur Y (2002). An eBusiness Model Ontology for modeling eBusiness. 15 th Bled Electronic Commerce Conference -eReality: Constructing the eEconomy. Bled, Slovenia, June 17-19.
The Global Competitiveness Report
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  • Y Zorgios
Uschold M, King M, Moralee S, Zorgios Y (1998). The enterprise ontology. Knowl. Eng. Rev., 13(1): 31-89. World Economic Forum (2010). The Global Competitiveness Report 2010-2011.