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Value Creation in eBusiness
... Moreover, emerging forms of information and communication technologies have enabled travel firms to convert massive quantities of data into value propositions (Gretzel et al. 2015a). Amit and Zott (2001) suggested that efficiency, complementarities, lock-in, and novelty were sources of value creation for e-businesses. Following Zott and Amit (2017), this study identified novelty, lock-in, complementarities, and efficiency as value propositions. ...
... Novelty, in a business context, is defined as an innovative method or structure of transactions (Amit and Zott 2001). Novelty also embodies a degree of 'newness' (Miettinen 2006) and corresponds to distinctions between current thoughts and past experiences (Yim et al. 2017). ...
... When firms provide complementary products or services, customers are able to make better choices based on their individual needs (Amit and Zott 2001). Customers make a selection from different options, thereby exercising control over their own decisions and experiencing more enjoyment and pleasure (Gao and Bai 2014). ...
Although smart tourism has received considerable research attention, few studies have investigated the determinants of how tourists evaluate their service experiences. This study attempted to explore how business value proposition shapes the functional and emotional outcomes of travel experiences and influences the evaluation of service experiences. The results indicated that novelty positively affected perceived enjoyment, and complementarity and efficiency significantly influenced perceived usefulness. Furthermore, both perceived enjoyment and perceived usefulness positively affected the evaluation of service experience. Finally, this study confirmed the nonrecursive relationship between perceived enjoyment and perceived usefulness.
... Recently, the term "business model" has often been used by many researchers to describe the organization's process of creating value (Amit & Zott, 2001;Chesbrough & Rosenbloom, 2002;Chesbrough, 2006Chesbrough, , 2010Goethals, 2009), and the way income generation (Druker, 2015;Stewart & Zhao, 2000). A business model, on the one hand, helps to understand the logic of ways of creating value that is unique to a company, primarily for customers, and on the other hand, explains the process of extracting and appropriating business income from a company (Al-Debei & Avison, 2010). ...
... The use of the business model in the research of organizations according to Amit and Zott (2001) allows, firstly, to use a new, non-traditional level of analysis (in addition to industry, organization, network, etc.). Despite the fact that the business model refers to a particular company, the boundaries of the business model extend much wider and include networks, interaction with stakeholders, relationships with customers, suppliers, etc. ...
... Third, many researchers, in particular, Teece (2010) and Amit and Zott, (2001) analyze operational activities when considering a business model that helps to understand the logic of building and operating a business, its architecture that reflects strategic decisions. Fourthly, the focus of business model research is shifted from the consideration of the process of assigning value to the process of creating value, with the main emphasis being placed on the latter, not ignoring the first, which is shown in the study by Santos (2012). ...
... In general, Hamel (2002) describes the business model as a "way of doing business", while Magretta (2002) states that the business model explains how the company operates and is fundamentally an insight into value creation. In the process, the potential for value creation stems from the design of transactions between companies and external stakeholders (Amit & Zott, 2001). Innovation of the business model involves the introduction of entirely new business logic or at least an improvement in existing business logic, creating value for the company (Casadesus-Masanell & Zhu, 2013; Markides, 2006). ...
... Innovation of the business model involves the introduction of entirely new business logic or at least an improvement in existing business logic, creating value for the company (Casadesus-Masanell & Zhu, 2013; Markides, 2006). By identifying the business model, Amit & Zott (2001) describe it as "the content, structure, and governance of transactions designed to create value through the exploitation of business opportunities" (p. 511). ...
... The structure of transactions relates to the exchange between participants and the way in which they are connected. The selection of a transaction structure significantly affects the flexibility and adaptability of existing transactions (Amit & Zott, 2001). Transaction governance involves a way of controlling the flow of resources, information, and goods by the participants. ...
This study aims to clarify the relation between technological innovation and business model innovation and their shared impact on the business success of medium and large enterprises. Drawing on the Resource-Based View, this paper offers a comprehensive research model that analyses the relationships between technological innovation and business model innovations and their impact on business success. Structural Equation Modelling is utilized for the analysis of a dataset collected in a Southeast European developing country among medium and large enterprises. The results show that technological innovation has a positive influence on business model innovation and that business model innovation positively impacts the success of a business. Finally, the results confirm the mediating role of business model innovation between technological innovation and company business success. This research adds to the existing literature by empirically investigating the relationship between technological innovation, business model innovation, and company success identifying an antecedent role in the relationship between technological innovation and business model innovation.
... In this sense, entrepreneurs are seen as a critical element in the development of high technology industrial clusters and characterize such industries as complex adaptive systems where external resources are developed over time (Feldman, Francis, & Bercovitz, 2005). The cognitive and behavioural attributes of entrepreneurs influence how entrepreneurs perceive market opportunities in new or familiar contexts as well as their propensity to take advantage of these opportunities (Amit & Zott, 2001;Navis & Ozbek, 2016). Entrepreneurship is understood as the process of value creation, bringing together a unique resource package to exploit an identified market opportunity (Stevenson, Roberts, & Grousbeck, 1994). ...
... In this bibliometric analysis 469 documents compiled from the WoS database were analysed. The most popular scientific article about RBV and / or VRIO associated with entrepreneurship is "Value creation in e-business" developed by Amit and Zott (2001) When the RBV and / or VRIO associated to entrepreneurship are studied, we highlight 3 publications that have to be addressed in the literature review: 1) "Value creation in ebusiness" by authors Amit and Zott (2001), with 1262 citations; 2) " Eisenhardt and Schoonhoven" (1996), with 987 citations; "Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms"; 3) "On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage" by Barney and Wright (1998), with 567 citations. When studying the RBV and the VRIO it is fundamental to incorporate in the literature review two other studies (not associated with entrepreneurship): "The resource-based view of the firm" by Wernerfelt (1984) and "Firm Resources and Sustained Competitive Advantage "by Barney (1991). ...
... In this bibliometric analysis 469 documents compiled from the WoS database were analysed. The most popular scientific article about RBV and / or VRIO associated with entrepreneurship is "Value creation in e-business" developed by Amit and Zott (2001) When the RBV and / or VRIO associated to entrepreneurship are studied, we highlight 3 publications that have to be addressed in the literature review: 1) "Value creation in ebusiness" by authors Amit and Zott (2001), with 1262 citations; 2) " Eisenhardt and Schoonhoven" (1996), with 987 citations; "Resource-based view of strategic alliance formation: Strategic and social effects in entrepreneurial firms"; 3) "On Becoming a Strategic Partner: The Role of Human Resources in Gaining Competitive Advantage" by Barney and Wright (1998), with 567 citations. When studying the RBV and the VRIO it is fundamental to incorporate in the literature review two other studies (not associated with entrepreneurship): "The resource-based view of the firm" by Wernerfelt (1984) and "Firm Resources and Sustained Competitive Advantage "by Barney (1991). ...
The purpose of this study is to serve as a guide for academics who intend to initiate or develop their research in the field of entrepreneurship from the viewpoint of the resource-based view (RBV) and the model "Value, Rarity, Imitation and implemented in the Organization" (VRIO). This bibliometric study allows for knowledge enhancement about the main scientific journals, authors and publications that shape this topic. The database used was the Web of Science. This analysis includes fundamental questions such as: (i) the number of studies published per year, (ii) the most prolific and influential authors, and (iii) the most productive journals on this topic. The results show an exponential growth in the number of publications from the year 2007. However, the publications only reached their peak in the year 2017. This study provides useful information for academics and professionals who try to analyse and deepen this field of search. It also provides some insight into the future development and progress of the topic in academic literature on entrepreneurship, RBV and VRIO.
http://apps.webofknowledge.com/full_record.do?product=UA&search_mode=GeneralSearch&qid=1&SID=C4t25ChsSFi5jBFEVRn&page=1&doc=1
... The BM concept is used in research to classify firms according to their performance and innovation (R. Amit & Zott, 2001). BMs have been studies from several different perspectives, such as e-business, strategy, innovation and management (Fallahi, 2017). ...
... The BM concept lacks theoretical foundation (R. Amit & Zott, 2001;Morris et al., 2005;Teece, 2010). Economic theories emphasize on product innovation and assume that any invention can offer value to customers by simply selling it in the market, whereas in a planned economy the government directs economic activities, in this case consumes can only have the output of the system. ...
... In the next section I consider seven schools of thought on BMs (Gassmann, 2016) and then look more closely at the theoretical framework of Amit and Zott (2001) as this paper is the most frequently cited article on BMs (Fallahi, 2017). ...
This thesis investigates the business model innovation (BMI) phenomenon for the financial sector in Iraq, a sector where there is very good potential, but which is still criticized for being in a pre-emerging stage and requiring a lot of development. BMI is a new way for financial firms in Iraq to increase the value offering and obtain sustainable competitive advantage. BMI has great benefits, but it is also hard to implement: it needs many financial and non-financial resources and often the organizational culture needs to be changed to adopt the new business model. Another obstacle is the human resources and the systems, which require alignment to support the new innovation. The research also investigates the starting point of BMI and what triggers the process.
This thesis explores the concept of BMI and how it has been applied in the Iraqi financial sector, proposing alternative approaches. Implementation barriers that the firm needs to consider when implementing BMI are also discussed. The main contribution of this thesis is to understand and explain why many companies fail in the BMI implementation process by studying Iraqi financial firms’ experiences of BMI and the challenges they faced.
The study used a qualitative research approach, employing semi-structured interviews with seven managers in seven financial firms in Iraq. The participants were chosen from the strategic level, including CEOs, managing directors, and operation managers, as decisionmakers can give the researcher access to the needed information and practices in their firms. The findings revealed that BMI is initiated due to external factors such as competition, regulations, and technology advancement. The process is hard to implement: it is described as a high-risk experiment where the right resources need to be allocated alongside the right people. Leadership commitment is essential to the process as, without it, the experiment could be killed in its initial stage. Systems and processes could present another barrier and thus need to be aligned with the innovation.
... These aspects are, namely, "value proposition, the market segments, the structure of the value chain, which is required for realizing the value proposition, the mechanisms of value capture, and specific ways in which these elements are linked in an architecture". BMs have received attention from various disciplines, such as e-business [3,4], information systems [5], entrepreneurship [6], innovation [7], and strategy and economics [8]. BMs are an important means for firms to "commercialize new ideas and technologies" [9] (p.354). ...
... Therefore, they are dealing with more radical business model innovations. BMs may represent a form of entrepreneurial opportunity creation and a mechanism for opportunity exploitation [3]. As a result, their BMs should constantly be adapted and upgraded. ...
... Dynamic capabilities and BMs concepts are fundamentally intertwined, since Eden and Ackermann [25] define the BM as the dynamic capability that links the firm's distinctive competencies to organizational aspirations and outcomes. A value network is created around the business's core value proposition [3,26] using the capabilities of the company and linking it to other value networks. This value network configuration is continually sustained and reinvented to satisfy stakeholder objectives. ...
Business model dynamics is important, because high-tech companies, the technology that they commercialize, and the market in which they operate all change over time. We build on the dynamic capability view of the firm to explain business model evolution and innovation, looking particularly at the dynamics that are created by interactions between business model components over time. We use the following four criteria to assess the degree of dynamics in business model frameworks: completeness of business model aspects, interrelationships between aspects, interrelationships over time, and framework changes over time and across contexts. Business model completeness involves internal company aspects and external environmental aspects. Interrelationships of business model aspects are required to assess business model coherence, which is an important indicator of business model quality. Interrelationships between the environment and business model aspects are required to assess the fit of a particular business model in its context. Interrelationships of these aspects over time are needed to understand business model evolution. Finally, business model frameworks need to be adapted over time and across contexts to keep frameworks simple and useful yet complete. Our analysis shows that current business model frameworks do not meet all four criteria, and thus only partly incorporate dynamics.
... En los últimos años el mercado de capitales chileno ha sido golpeado por más de un escándalo financiero, referido a las malas prácticas contables, comerciales y/o legales. Uno de los puntos más criticados que se ha referido son las herramientas de análisis financiero que hemos utilizado durante años, las que no describen la realidad de las empresas o han quedado obsoletas en el tiempo producto del desarrollo de nuevos modelos de negocios (Amit y Zott, 2001) inexistentes hasta hace algunas décadas en el país. A lo anterior se suma la irrupción de las NIIF como una nueva forma de expresar los estados financieros de las empresas y sin duda los avances en los sistemas de información que han propiciado la globalización de los mercados. ...
... Durante los últimos años hemos presenciado como el análisis de empresas a través de Modelos de Negocios (Amit y Zott, 2001) ha ido ganando terreno. Ello se debe principalmente a dos factores. ...
Uno de los sectores de mayor desarrollo en las últimas décadas en nuestro país es el retail (Ossandón y Tironi, 2013), dicho auge se ha debido principalmente a su modelo de negocio (Amit y Zott, 2001) basado en productos masivos importados a los cuales sus clientes pueden acceder por medio de un sistema de crédito otorgado por las mismas empresas, lo que les ha permitido incrementar sus ventas orientándose hacia los sectores de menores ingresos del país (retail financiero). Para esta investigación hemos determinado una muestra que considera el 80% del mercado de estas empresas (Durán y Kremerman, 2007). El objetivo, es desarrollar una comparación entre los ratios normales y su efectividad para prede-cir la solvencia de la empresa, frente a otro ratio que se desarrolla en el contexto de la investigación. Esta investigación surgió del Peritaje al Caso La Polar, respecto del Comportamiento de las Co-rredoras de Bolsa (Peña y otros, 2013). A través de él fue posible observar la inutilidad de los ratios convencionales de solvencia, en La Polar una compañía que atravesó uno de los mayores escándalos financieros del mercado chileno en 2010 (Escándalo La Polar). El diseño de esta investigación tiene varias etapas. Primero, fue desarrollado un análisis de ratios en varias compañías como una forma de comparar su posición financiera. Segundo, se propuso un ratio para las empresas del retail financiero chileno (Ratio especial). Tercero, se propusieron dos modelos de investigación. EL modelo 1 describe la influencia de los ratios convencionales en el apalancamiento de las empresas, mientras que el modelo 2 es similar pero agrega el ratio especial. Ambos modelos fueron probados usando Mínimos cuadrados. Debido a lo pequeño de la muestra, en esta investigación se utilizo el software Smart PLS, que permite el análisis cuantitativo en muestras pequeñas. De acuerdo a los resultados cada empresa muestra distintas situaciones respecto de su solvencia y apalancamiento. Debido a ello es posible concluir que Falabella es la única empresa que muestra una situación consistente en el tiempo (2010 a 2012), mientras que otras empresas requieren un mayor análisis acerca de su solvencia. En conclusión, el modelo 2 que incluye el Ratio Especial, muestra un mejor nivel de explicación del apalancamiento en estas empresas (R cuadrado). En este sentido, el ratio especial en esta industria es un nuevo ratio útil para conocer de mejor manera la posición financiera de las empresas del retail financiero chileno.
... Nevertheless, according to Gummerus (2013), value creations were positioned within the company, suggesting that the firm is viewed as the creator of value as it transforms resources into durable organizational forms. Amit and Zott (2001) researched value creation in e-business and found that new value can be produced in e-business by enabling transactions. They devised a model of sources of value creation in which they assert that e-business value generation hinges on efficiency, complementarities, lock-in, and novelty. ...
... These results are congruent with those of earlier research. Some of these research includes: Amit and Zott (2001) evaluated value creation in e-business and discovered a favorable correlation between proactiveness and indicators of organizational resilience. What's the bottom line? ...
The study examined moderating influence of entrepreneurial orientation on value creation and organizational resilience in Nigeria's domestic airlines operators. Specifically, the study investigated the relationship between value creation and organizational resilience of Nigeria's domestic airline operators and the role of entrepreneurial orientation as a moderating variable on value creation and organizational resilience of Nigeria's domestic airline operators. Value creation was un-dimensioned while organizational resilience was measured in terms of organizational adaptability and organizational ability. Data were collected using a structured questionnaire with a 5-point likert-scale. 70 copies of the questionnaires were distributed to each of the 14 Nigeria domestic airline operators, 54 copies were retrieved and valid copies 46. A sample size of 70 respondents consisting of business airline managers, marketing managers, operational managers, supervisors and desk officers from each of the 14 Nigeria domestic airline operators. Data were analysed using descriptive and inferential statistic. Pearson product moment correlation served as the test statistic. At the secondary level, univariate analysis was used to respond to research questions and partial correlation was used to test the moderating influence of entrepreneurial orientation on value creation and organizational resilience. The multiple regressions were used to evaluate the combined impacts of all the predictors on criterion variables. All statistical analyses were performed relying on SPSS 22.0. The study revealed that there is a positive and significant relationship between value creation and organizational resilience of Nigeria's domestic airlines operators. Similarly, entrepreneurial orientation significantly moderates the relationship between value creation and organizational resilience. The study concludes that value creation relates with organizational resilience of Nigeria's domestic airline operators and entrepreneurial orientation moderates value creation and organizational resilience of Nigeria domestic airline operators. The study recommends that domestic airline operators should explore all means to create value to strengthen their organizations' resilience.
... Nevertheless, according to Gummerus (2013), value creations were positioned within the company, suggesting that the firm is viewed as the creator of value as it transforms resources into durable organizational forms. Amit and Zott (2001) researched value creation in e-business and found that new value can be produced in e-business by enabling transactions. They devised a model of sources of value creation in which they assert that e-business value generation hinges on efficiency, complementarities, lock-in, and novelty. ...
... These results are congruent with those of earlier research. Some of these research includes: Amit and Zott (2001) evaluated value creation in e-business and discovered a favorable correlation between proactiveness and indicators of organizational resilience. What's the bottom line? ...
The study examined moderating influence of entrepreneurial orientation on value creation and organizational resilience in Nigeria's domestic airlines operators. Specifically, the study investigated the relationship between value creation and organizational resilience of Nigeria's domestic airline operators and the role of entrepreneurial orientation as a moderating variable on value creation and organizational resilience of Nigeria's domestic airline operators. Value creation was un-dimensioned while organizational resilience was measured in terms of organizational adaptability and organizational ability. Data were collected using a structured questionnaire with a 5-point likert-scale. 70 copies of the questionnaires were distributed to each of the 14 Nigeria domestic airline operators, 54 copies were retrieved and valid copies 46. A sample size of 70 respondents consisting of business airline managers, marketing managers, operational managers, supervisors and desk officers from each of the 14 Nigeria domestic airline operators. Data were analysed using descriptive and inferential statistic. Pearson product moment correlation served as the test statistic. At the secondary level, univariate analysis was used to respond to research questions and partial correlation was used to test the moderating influence of entrepreneurial orientation on value creation and organizational resilience. The multiple regressions were used to evaluate the combined impacts of all the predictors on criterion variables. All statistical analyses were performed relying on SPSS 22.0. The study revealed that there is a positive and significant relationship between value creation and organizational resilience of Nigeria's domestic airlines operators. Similarly, entrepreneurial orientation significantly moderates the relationship between value creation and organizational resilience. The study concludes that value creation relates with organizational resilience of Nigeria's domestic airline operators and entrepreneurial orientation moderates value creation and organizational resilience of Nigeria domestic airline operators. The study recommends that domestic airline operators should explore all means to create value to strengthen their organizations' resilience.
... Nevertheless, according to Gummerus (2013), value creations were positioned within the company, suggesting that the firm is viewed as the creator of value as it transforms resources into durable organizational forms. Amit and Zott (2001) researched value creation in e-business and found that new value can be produced in e-business by enabling transactions. They devised a model of sources of value creation in which they assert that e-business value generation hinges on efficiency, complementarities, lock-in, and novelty. ...
... These results are congruent with those of earlier research. Some of these research includes: Amit and Zott (2001) evaluated value creation in e-business and discovered a favorable correlation between proactiveness and indicators of organizational resilience. What's the bottom line? ...
The study examined moderating influence of entrepreneurial orientation on value creation and organizational resilience in Nigeria’s domestic airlines operators. Specifically, the study investigated the relationship between value creation and organizational resilience of Nigeria’s domestic airline operators and the role of entrepreneurial orientation as a moderating variable on value creation and organizational resilience of Nigeria’s domestic airline operators. Value creation was un-dimensioned while organizational resilience was measured in terms of organizational adaptability and organizational ability. Data were collected using a structured questionnaire with a 5-point likert-scale. 70 copies of the questionnaires were distributed to each of the 14 Nigeria domestic airline operators, 54 copies were retrieved and valid copies 46. A sample size of 70 respondents consisting of business airline managers, marketing managers, operational managers, supervisors and desk officers from each of the 14 Nigeria domestic airline operators. Data were analysed using descriptive and inferential statistic. Pearson product moment correlation served as the test statistic. At the secondary level, univariate analysis was used to respond to research questions and partial correlation was used to test the moderating influence of entrepreneurial orientation on value creation and organizational resilience. The multiple regressions were used to evaluate the combined impacts of all the predictors on criterion variables. All statistical analyses were performed relying on SPSS 22.0. The study revealed that there is a positive and significant relationship between value creation and organizational resilience of Nigeria’s domestic airlines operators. Similarly, entrepreneurial orientation significantly moderates the relationship between value creation and organizational resilience. The study concludes that value creation relates with organizational resilience of Nigeria’s dom
... Since the seminal work of Vandermerwe & Chadwick (1989) regarding electronic delivery of services, new authors (Blagoeva, Jensen & Merchant, 2020) have mapped the scope for offshoring and/or automation of various types of service work, especially with researcher's categorization jobs (and sometimes tasks) in terms of their scope for automation and/or remote execution/delivery, which increase the potential to internationalization through exports. Technological innovations on Information and Communication Technologies -ICT, as well as the organizational innovations and the new commercialization ways between producer and consumer has driven deep transformations in services production and consumption aspects, especially those based on technological platforms (Gawer, 2014;, or else e-business (Amit & Zott, 2001;Wirtz, 2019). And, also, T-KIBS favour technological innovation (Seclen-Luna, Moya-Fernández, Barrutia & Ferrucci, 2022) what is a key to internationalization. ...
... Technological platforms make geographic barriers less relevant and eliminate other costs, especially those related to information asymmetry and governance (Amit & Zott, 2001), which increases the potential for market entrance through exports and licensing. But is technology content enough to overcome market barriers? ...
En las últimas dos décadas, los KIBS han sido uno de los segmentos más dinámicos
dentro del sector servicios, no solo en las economías desarrolladas sino también en
las economías en desarrollo. Se caracterizan por ofrecer servicios profesionales,
tecnológicos o creativos de alto valor añadido a otras empresas y al sector público.
Disponen de una alta proporción de mano de obra experta que realiza trabajos
altamente cualificados con un uso intensivo de las tecnologías de la información y la
comunicación. Los KIBS siempre han jugado un papel esencial en la innovación como portadores, productores y transmisores de conocimiento en los sistemas de innovación, pero cada vez desempeñan un mayor papel en la internacionalización de sus clientes, donde el acceso al conocimiento que ofrecen los KIBS puede tener un
impacto crítico en la competitividad internacional de las empresas. Se requieren
nuevas fuentes de información y conocimiento para que las empresas compitan con
éxito y crezcan en mercados en los que tienen poco o ningún conocimiento previo.
Este número especial, que recoge contribuciones locales e internacionales, se centra en el importante papel que juegan los KIBS en la internacionalización de las
empresas, así como en sus procesos de innovación, con el objetivo de ampliar el
conocimiento en este emergente campo de investigación.
... Marketing innovation, in fact, has been defined as the implementation of a new marketing method aimed at better addressing customer needs, opening up new markets, or newly positioning a firm's product on the market, with the objective of increasing the firm's sales (Nicolau & Santa-María, 2013b). On the other hand, business models touch upon various, crosssectional aspects of an organization, as well as reflect the positioning within the market and the modes of interaction with external stakeholders (Amit & Zott, 2001;Chesbrough & Rosenbloom, 2002;Sanchez & Ricart, 2010). Following Amit and Zott (2012), it is thus possible to define business model innovation as the creation of (a) a new market or (b) new opportunities in existing markets and exploitation thereof. ...
... The dedicated literature also helped identifying the different types of innovation: (a) innovation in the service offering -new service (den Hertog, 2000;Jong & Vermeulen, 2003;Sundbo, 1997;Toivonen & Tuominen, 2009) and new delivery (den Hertog, 2000); (b) technology innovation (Barras, 1986;Fagerberg et al., 2006;; (c) organizational innovation (Atilgan-Inan et al., Fagerberg et al., 2006;Fuglsang & Sundbo, 2005;Kimberly & Evanisko, 1981); and (d) business model innovation (Amit & Zott, 2001, 2012Chesbrough & Rosenbloom, 2002;Sanchez & Ricart, 2010). Table 1 summarizes and visualizes the preliminary literature review into these two main concepts and the derived variables, with reference to the authoring scholars. ...
Recent literature reveals the increasingly important role of Information and Communication Technologies (ICT) within innovation in services. This paper aims at outlining how scholars have conceptualized and defined the relationship between ICT and innovation in services so far, by analysing the fragmented body of knowledge available on the topic, to strengthen the research area as field of study and support its progress. The results of the literature review were derived through a concept-centric analysis of the existing research on ICT and innovation in services. The outcome of the literature review is a conceptual typology that organizes and summarizes the body of knowledge on ICT and innovation in services, and reveals the critical knowledge gaps along with an agenda for future research. The main contribution of this work resides in having organized existing literature on the relationship between ICT and innovation in services into a conceptual typology. The conceptual typology outlines the three main aspects of the link between ICT and innovation in services: the integration of organizational and innovation processes; the cooperation among internal and external agents; and the self-reinforcing innovation mechanism that characterizes ICT as a product.
... Embora o termo MN tenha sido utilizado pela primeira vez na literatura acadêmica em 1957 (Bellman, Clark, Malcolm, Craft, & Ricciardi, 1957), o aumento pelo interesse na temática começou a ocorrer na década de 90, período conhecido como do surgimento da nova economia e também associado à bolha da internet (Osterwalder et al., 2005;DaSilva, & Trkman 2014). Nessa época, as publicações sobre MN estavam atreladas aos negócios eletrônicos (Wirtz et al., 2016;DaSilva, & Trkman, 2014;Zott et al., 2011;Amit, & Zott, 2001;Mahadevan, 2000). ...
... Amit, e Zott, 2001,497 Eisenhardt, 1989,482 Schumpeter, 1934,475 Cyert, e March, 1963,479 Hamel, 2000 Christensen Justificaram seus trabalhos pela importância do assunto para a academia e para os executivos e Osterwalder et al. (2005) apresentaram um passo-apasso para elaboração de um modelo e identificação de seus componentes, fato posteriormente reforçado com a publicação de um livro (Osterwalder, & Pigneur, 2010). Outros trabalhos trazem aspectos complementares à conceituação do termo, como Porter (1980Porter ( , 1985 sobre estratégia, vantagens O segundo fator apresenta obras cujo ponto em comum são abordagens relacionadas à estratégia. ...
Objetivo – Mapear a evolução do conhecimento produzido sobre modelos de negócio (MN) por meio da identificação das abordagens mais empregadas e das obras consideradas mais relevantes pelos acadêmicos, e indicar caminhos para pesquisas futuras.
Método - Bibliometria utilizando análise de citação e cocitação, em 211 artigos selecionados e publicados em 30 periódicos com fator de impacto superior a 1,4.
Originalidade / Relevância – Com o artigo, contribuímos para fortalecer MN como um construto, uma vez que mapeia a estrutura intelectual subjacente ao conceito e pode ser útil como base para possíveis avanços teóricos e para construção de agendas de pesquisas. Como um estudo bibliométrico, ele também contribui para validar as inferências feitas pelos trabalhos qualitativos prévios.
Resultados - Identificamos os trabalhos mais influentes na produção acadêmica sobre MN, a estrutura intelectual, a pesquisa emergente e questões ainda não exploradas. Essas bases conceituais têm sido desenvolvidas usando as lentes teóricas da estratégia, tais como inovação, mudança, contingência, capacidades dinâmicas e teoria de custos de transação. Adicionalmente, identificamos que ainda há espaço para evoluir a elaboração do construto com bases em outras disciplinas.
Contribuições teóricas/metodológicas – Esta pesquisa procurou esclarecer alguns aspectos do tema, principalmente os referentes à ideia da utilização de uma base teórica difusa, complementando assim, trabalhos anteriores. Também contribui para o fortalecimento do MN como um construto, ao mapear a estrutura intelectual que suporta sua base teórica.
... However, there is a continuous change that plays an innovative role in the business models for value capture (Zott and Amit, 2013). There are various updates of the definitions applied to the business models, usually linked to the viewpoint of causing competitive advantage through value creation and capture (Afuah and Tucci, 2003;Amit and Zott, 2001;Casadesus-Masanell and Ricart, 2011;Demil and Lecocq, 2010;Osterwalder, 2004;Osterwalder and Pigneur, 2010;Shafer et al., 2005;Zott and Amit, 2007). ...
... From the viewpoint of value capture (Amit and Zott, 2001; regard that the business models depict the contents of transaction, structure, and governance to create value by exploring business opportunities. Moreover, they further state that the business model is the business logic directly associated with the generation of revenue for all stakeholders ). ...
Objetivo: Demonstrar como o modelo de negócio Canvas pode se tornar dinâmico a partir de uma perspectiva conceitual. Metodologia / abordagem: Este estudo é de natureza qualitativa, descritiva e exploratória, com abordagem teórica, baseada nos principais teóricos. Originalidade / Relevância: Este estudo pressupõe o fortalecimento da literatura de modelo de negócio na perspectiva da competitividade dinâmica. Ele define modelo de negócio dinâmico e o diferencia de um modelo estático. Isso permite avaliar os fatores que fazem com que um modelo de negócio se torne estático e, portanto, não esteja preparado para uma lógica de negócios que crie valor e gere vantagem competitiva. Principais resultados: No final do ensaio, foi possível entender, a partir de uma perspectiva teórica, que o Modelo de Negócio Dinâmico contribui para a criação de valor e a geração de vantagem sustentável em ambientes de alta mudança. Contribuições teórico-metodológicas: Este estudo identificou três pressupostos conceituais que constituem o modelo de negócio dinâmico. Primeiro, o desenho dos modelos de negócios - interdependência e conexão entre seus elementos constitutivos. Em segundo lugar, os modelos de negócios ligados a capacidades dinâmicas. E por fim, a busca pela captura de valor e geração de vantagens competitivas sustentáveis pelas empresas. A partir dessas conclusões, foi possível avaliar o modelo de negócio Canvas na perspectiva de um modelo dinâmico.Palavras-chave: Modelos de negócio; Vantagem Competitiva; Canvas; Abordagem Dinâmica
... However, there is a continuous change that plays an innovative role in the business models for value capture (Zott and Amit, 2013). There are various updates of the definitions applied to the business models, usually linked to the viewpoint of causing competitive advantage through value creation and capture (Afuah and Tucci, 2003;Amit and Zott, 2001;Casadesus-Masanell and Ricart, 2011;Demil and Lecocq, 2010;Osterwalder, 2004;Osterwalder and Pigneur, 2010;Shafer et al., 2005;Zott and Amit, 2007). ...
... From the viewpoint of value capture (Amit and Zott, 2001; regard that the business models depict the contents of transaction, structure, and governance to create value by exploring business opportunities. Moreover, they further state that the business model is the business logic directly associated with the generation of revenue for all stakeholders ). ...
Objective: Describe how the business model Canvas could be conceptually dynamic.
Methodology/approach: This is a theoretical paper based on the relevant literature on business models and dynamic capabilities.
Originality /Relevance: This paper treats the business model Canvas under a different perspective analysing its components as building blocks of a dynamic approach of the business models.
Main results: This paper indicates that the Canvas can be a dynamic tool for business model's creation and change. Accordingly, it contributes to value creation and the creation of sustainable advantage in highly competitive environments.
Theoretical/methodological contributions: This paper has identified three conceptual assumptions that frame a dynamic business model. First, there is the design of the business model – interdependence and connection between their constitutive elements. Second, the business models linked to dynamic capabilities. Finally, the search for the capture of value and generation of sustainable competitive advantages by the companies. By those assumptions, it was possible to introduce a conceptual model for evaluating Canvas from the perspective of a dynamic model.
... However, there is a continuous change that plays an innovative role in the business models for value capture (Zott and Amit, 2013). There are various updates of the definitions applied to the business models, usually linked to the viewpoint of causing competitive advantage through value creation and capture (Afuah and Tucci, 2003;Amit and Zott, 2001;Casadesus-Masanell and Ricart, 2011;Demil and Lecocq, 2010;Osterwalder, 2004;Osterwalder and Pigneur, 2010;Shafer et al., 2005;Zott and Amit, 2007). ...
... From the viewpoint of value capture (Amit and Zott, 2001; regard that the business models depict the contents of transaction, structure, and governance to create value by exploring business opportunities. Moreover, they further state that the business model is the business logic directly associated with the generation of revenue for all stakeholders ). ...
Objective: Describe how the business model Canvas could be conceptually dynamic.
Methodology/approach: This is a theoretical paper based on the relevant literature on business models and dynamic capabilities.
Originality /Relevance: This paper treats the business model Canvas under a different perspective analysing its components as building blocks of a dynamic approach of the business models.
Main results: This paper indicates that the Canvas can be a dynamic tool for business model's creation and change. Accordingly, it contributes to value creation and the creation of sustainable advantage in highly competitive environments.
Theoretical/methodological contributions: This paper has identified three conceptual assumptions that frame a dynamic business model. First, there is the design of the business model – interdependence and connection between their constitutive elements. Second, the business models linked to dynamic capabilities. Finally, the search for the capture of value and generation of sustainable competitive advantages by the companies. By those assumptions, it was possible to introduce a conceptual model for evaluating Canvas from the perspective of a dynamic model.
Keywords: Business Models, Competitive Advantage, Canvas, Strategy.
... Hypothetically, conditional value increases the number of prospective consumers who adopt new products and services, which contributes to consumer innovativeness. Studies by Dholakiya & Joshi (2012), Rogers (2003), and Amit & Zott (2001) show that consumers are more inclined to look for a good or service if they think it can benefit them. ...
The study focuses on purchasing intentions for fifth generation (5G) technology using Sheth and colleagues' 1991 model of consumption values, which considers five consumption values which are social value, emotional value, functional value, conditional value, and epistemic value. The value of these values has been expected to be significant in the past and lead to purchase intentions for 5G technology. Since the advancement of information technology (IT), 5G technology has become a new revolution in the field of technology and networks. The high-speed processing of data supported by artificial intelligence (AI) and machine learning (ML) is what 5G technology and IT network is all about. The main issue in the current market is that consumers are having difficulty accepting the value proposition provided by several companies. As a result, consumers are becoming more sceptical of the claims made by companies about their products and services. Malaysian consumers are not enthusiastic about using 5G technology, which is a hurdle for companies in selling their technology to the customers in Malaysia. The purpose of this study is to examine the relationship between consumption value and purchase intention. Abstrak: Kajian ini memberi tumpuan kepada niat pelanggan untuk membeli teknologi 5G dengan menggunakan model nilai penggunaan dari Sheth (1991), yang mempertimbangkan lima nilai penggunaannya iaitu nilai sosial, nilai fungsi, nilai bersyarat dan nilai epikstemik. Nilai-nilai ini telah dijangka sejak dulu dan membawa kepada inovasi pengguna kini yang mempengaruhi niat pembeli untuk membeli perkhidmatan teknologi 5G. Sejak bermula kemajuan teknologi maklumat, perkhidmatam teknologi 5G telah menjadi revolusi baharu dalam bidang teknologi dan rangkaian. Pemprosesan data berkelajuan tinggi ini disokong oleh kecerdasan buatan (AI) dan pembelajaran mesin (ML) yang membawa maksud teknologi 5G dan rangkaian teknologi secara keseluruhan. Isu utama dalam pasaran semasa ialah pengguna menghadapi kesukaran untuk menerima cadangan nilai yang disedikan oleh beberapa Syarikat. Akibatnya, pengguna menjadi ragu-ragu terhadap justifikasi yang dibuat oleh Syarikat mengenai produk dan perkhidmatan mereka. Pengguna Malaysia tidak teruja untuk menggunakan teknologi 5G, yang juga merupakan halangan bagi Syarikat dalam mempromosikan pekhidmatan teknologi mereka kepada pelanggan di Malaysia. Tujuan kajian ini adalah untuk mengkaji hubungan antara nilai penggunaan iaitu mengrakumi, nilai fungsian, nilai sosial, nilai bersyarat, nilai epistemic dan nilai emosi terhadap inovasi pelanggan dan membawa kepada niat membeli pekhidmatan 5G.
... The incorporation of digital technology in retailing may result in not only minor modification of previously existing activities, processes, actors, and commodities but also in the introduction of new types of products, services and so on (Hagberg, 2016). Thus, digitalization refers to both a transition from 'analogue' to 'digital' (e.g., from cash to electronic payments) as well as the facilitation of new kinds of value creation (e.g., accessibility, availability, and transparency) (Amit & Zott, 2001). Digitalization has been an essential component of retailing-and changes in retailing-since at least the 1970s (Watson, 2011) via electronic payment systems, barcodes, point-of-sale data, EDI with suppliers and other means. ...
Indian retail industry, dominated by unorganized retail businesses, faces a number of challenges posed by the growth of organised retail sector. It is being recognized that modern technology including artificial intelligence can contribute in reducing disparities between enterprises. The current study, therefore, adopts a qualitative approach to understand the current retail technology ecosystem in unorganized retail business, to explore the level of adoption of modern technology in this sector and to identify the challenges faced by it in deploying currently available technology. A semi-structured, in-depth interview was carried out with the owners and store managers of unorganised apparel retail stores. The findings reveal that small-scale retailers were unaware of the term ‘artificial intelligence’. The majority of them expressed several apprehensions towards incorporating modern technologies into their business operations. This study has significant theoretical and managerial implications.
... According to the literature on strategic management and innovation, businesses can gain competitive advantage through their business models (e.g., Casadesus-Masanell & Ricart, 2010;Markides & Charitou, 2004). Innovation in business models affects the entire firm and the way it conducts its business (Amit & Zott, 2001). This is in contrast to simple business process improvements that do not change the existing business model or sources of value creation (Mason & Leek, 2008). ...
The market is being transformed by strong digital developments. To deal with these changes, businesses can use digital business models. The focus of this special issue is digital business models. We discuss their relevance, propose a conceptual framework, and discuss how digital business models affect markets, businesses, and their performance. In this issue, we introduce various papers and show how each fits into the conceptual framework. We discuss four important future research topics.
... The business model canvas explains the basic thinking about how an organization creates, delivers, and achieves value [17]. According to [18] and [16], the canvas business model provides an understanding of content, structure, and transaction management designed in such a way as to create business value. There are nine elements to the business model canvas. ...
Agro-industry is the fundamental part of a development of the agricultural sector. One form of promising agro-industry to be developed in Indonesia is the development of products from palm sugar commodities. The purpose of this research is to determine how to develop a business strategy and increase the potential of the palm sugar industri in Lombo Village, Sidrap District. This study aims to: 1. determine external and internal factors; 2. formulate and analyze internal and external factors, which include strengths, weaknesses, opportunities, and threats, from the development of palm sugar agribusiness. 3. Determine strategic priorities based on existing potentials, capabilities, and constraints. 4. Define a business model canvas.The method used in this research is descriptive qualitative. This study used an accidental sampling method with a total sample size of 40 palm sugar farmers. Data analysis was performed using SWOT matrix analysis and the Business Model Canvas (BMC). The conclusion from the internal matrix analysis is that the Strategic Factor (IFAS) 5.295 and the External Strategic Factor (EFAS) 4.89. This illustrates that the palm sugar industry in Lombo Village, Sidrap District has strengths that can be developed further. The advice to palm sugar farmers in this area is to maintain product taste, as well as carrying out various innovations in diversifying palm sugar products and making product packaging attractive so that it will increase added value.
... Die Koordination der Produktbestandteile wird unternehmerisch gelöst (Eisenstein, 2013 (Bieger und Wittmer, 2006). Im Gegensatz zur angebotsseitigen Definition einer Tourismusgemeinde oder region, weist der Destinationsbegriff, unabhängig davon, ob die Destination als Community oder Corpo rate Modell geführt wird, Besonderheiten auf, die es naheliegend machen, eine Destination aus Geschäftsmodellperspektive zu betrachten (Bieger und Wittmer, 2006 Zott (2001): "A business model depicts the content, structure and governance of transactions designed so as to create value through the exploitation of business opportunities." (Amitt und Zott, 2001, S. 511 (Grichnik, 2017) Das Geschäftsmodell ist damit eine Darstellung davon, wie eine Destination einen Wert beziehungsweise Nutzen kreiert. ...
Die Corona-Pandemie betrifft den Tourismus wie kaum eine andere Branche. Die Krise beeinflusst die gesamte touristische Wertschöpfung und entzieht weltweit vielen Menschen ihre Lebensgrundlage. Destinationen – als Reiseziele – sind der Kristallisationspunkt, an dem diese Herausforderungen besonders spürbar werden.
Die verantwortlichen Destinationsmanagementorganisationen (DMO) auf unterschiedlichen Ebenen unternehmen Anstrengungen, um die anstehenden Probleme zu bewältigen.
Dieser Beitrag zeigt, wie sich Destinationen auf einen touristischen Neustart vorbereiten
können. Im Mittelpunkt stehen Ansätze der Geschäftsmodellinnovation (Osterwalder und
Pigneur, 2011; Gassmann, Frankenberger und Choudoury, 2020), die dabei unterstützen, einen ganzheitlichen Wandel praxisnah und kollaborativ zu planen und zu gestalten
... Research on business models have received considerable attention among scholars to explain the logic of how organizations create and capture value [11,[20][21][22][23][24]. In the newspaper industry context, business model studies explored how credibility impacts a publisher's monetization efforts [4], how mobile apps support the decrease of churn rates [7], unpacking the conversation rate between freemium business models [6], or how studies dissect the relationship between free and paid news articles [5,25]. ...
... In this case, the entrepreneur or manager has a big role in implementing innovative business models for the advancement of their business. In the flow of business model innovation, companies need to understand the existence of a combination of management theories such as transaction cost economics, resource-based company views, systems theory and strategic network theory [22]; [23]; [24]. The business model, as both a concept and a construct namely, is how the company creates value, delivers this value to its customers and persuades them to pay, ultimately turning this payment into profit. ...
... This discovery supports existing literature that concludes that e-business enables and promotes innovation in organizations (Amit, Zott 2001;Wu, Hisa 2004, Zwass 2003. ...
Social Inclusion and the Future of Work is of interest to those who expect a critical but positive vision of the times we live. Experts explain the situation of the organizations, institutions and regions according to resilience, creativity and digital innovation for the future of work, social inclusion and the Sustainable Development Goals (SDGs). SDGs are considered as the essential guidelines that facilitate the strategic consideration of the future of work and social inclusion, even more in times of pandemic.
... This in turn, reduces the probability of making mistakes of manual procedures by streamlining internal processes, faster and more informed decision making and thus leading to higher speed and faster transaction processing and higher efficiency. (Tapscott, 1996;Amit and Zott, 2001;Malhotra, 200;Al-Kibsi et al., 2001). By using the E-Government, higher quality of service delivery to both the businesses and customers is assured since there is neither long-time consumption nor lack of transparency as in the case of the traditional model of public service delivery; and this is the main second advantage of E-Government. ...
With the rapidly changing technology, digitalized technology and the great improvements in the field of communication and information technologies, the way the businesses operate and the competition between companies have totally changed. Competition has risen to a totally new level. Governments started to realize the value and the importance of changing from the traditional way into an electronic one. The article discusses the importance of E-Government and its effect on the service quality of the public sector, discussing how change management is a critical success factor in the E-Government implementation. The focus is narrowed down to developing countries especially Egypt. The article first represents an overview of the E-Government, how the shift in models from a traditional one into E-Governments was successful in many countries, the opportunities and benefits of implementing the E-Government in developing countries as well as the challenges and barriers facing its implementation. Finally, the effect of E-Government implementation in developing countries especially in Egypt is analyzed.
Keywords: Change Management, E-Government, Developing Countries, Egypt
... The business model research stream has received considerable attention among scholars in their bid to explain the logic of how organizations create and capture value [2,3,[30][31][32][33]. In the digital domain, digital business models can be understood through four generic elements: 1) value proposition (e.g., product or service offer), (2) value capture (e.g., pricing), (3) value architecture (e.g., platform), and lastly (4) value network (e.g., strategic alliance). ...
... Based on the three activities system, Amit and Zott (2001) identify four BM themes: Novelty, Lock-In, Complementarities and Efficiency. Two themes in particular have drawn the attention of many scholars -EBM and NBM (i.e., Brettel et al., 2012;Hu and Chen, 2016). ...
This study examines how efficiency-centered business model design (EBM) affects firm's performance through the mediating role of management innovation (MI). Structural equation modeling (SEM) using the Maximum Likelihood (ML) estimation is employed to analyse firm-level data collected during the survey of 93 Albanian manufacturing and service firms. Our findings show that MI fully mediates the relationship between EBM and performance and firm's size positively affects MI. Drawing from both MI and BM literature, this study presents new evidence on MI and business model (BM) alignment. This study may help academics and practitioners to better understand the interplay between BM, performance and BM adaptation.
... Katkalo [2], Chesbrough and Rosenbloom [3], Stewart and Zhao [4], Drucker [5], use the same term to describe how to generate income. Amit and Zott [6], emphasize the importance of the concept of "value", which is central to the analysis of a business model. Mizik and Jacobson [7], say that value creation from activities occur when, after deducting all the opportunity costs of resources used, the utility for a particular member of society increases, and the value appropriation from activities occurs when a particular entity carrying out activity, able to assign a portion of the value created after taking into account all the costs associated with the resources used. ...
The development of entrepreneurship in any country is inextricably linked with the participation of the state, without the intervention and support of which it is impossible to create a friendly institutional environment conducive to the development of entrepreneurial initiatives and entrepreneurial activity of the population. Small and medium entrepreneurship is the main driving force of the country's economic development throughout the world. The development strategy of the Russian Federation for 2018-2024 includes seven strategic priorities, some of which relate to the development of entrepreneurship and support for civic entrepreneurial initiative, the creation of a competitive economy in which government policy will be aimed at partnership with private business and reducing the direct participation of the state in the economy, and support of such socially important areas as health, education, social sphere, etc. In this connection, there is a need for s forms of the partnership of state and business structures in socially important sectors in order to attract small and medium-sized businesses. At the same time, a mechanism is needed to implement such a partnership, which should be based on a business model that will allow you to clearly understand the logical links and relationships. This paper describes the author's version of the configuration (template) of the business model of state franchising as a form of partnership between business and government. The basis is the canvas of the classic business models of Osterwalder-Pigneur and Ash Maurya. Special attention is paid to unfair (non-market) competitive advantage, which business receives. The described business model makes it possible to cover the partnership in general, concentrate on the main things, discover bottlenecks and interdependencies, contradictions and alternatives. Work within the framework of this business model gives a chance to significantly increase the efficiency of partners and to support socially significant areas of business.
... In other words, it studies how innovations induce/support the creation of new business models intended as "...the content, structure, and governance of transactions designed so as to create value through the exploitation of business opportunities." (Amit and Zott, 2001, p. 511). ...
The paper deals with the role of ICT and the related infrastructures to induce innovations for sustainable rural development. In particular, it focuses on the innovations induced by ICT in farms and in new rural firms, and on how digital infrastructures support and generate social innovation mechanisms, leading to the consolidation of entrepreneurship and dissemination of ICT-based innovation in rural areas. The hypothesis is that the presence of digital infrastructures generates a double effect: overcoming the concept of geographical proximity (relevant for remote rural areas) and promoting social innovation. In particular, this paper examines the role of social innovation to create a new demand for products, services and organisational models for farms and rural enterprises, promoting further innovation. To target the objectives, the work analyses three case studies of new business models (BMs) based on ICT innovation. The analysis focuses on the most important interactions, learning and organisational processes within the new enterprises and among the new farms/enterprises and the other economic and institutional actors, and on how they were shaped and changed by the use of ICT, relating them to a conceptual model. These three cases, although pioneering, are important since they give an original response to some of the main problems and needs of remote and inner rural areas, as for the access to high value segment of food market, the information deliveries about attractiveness of landscape and countryside for foreigners, investors and tourists and the creation of new stable relation with consumers/citizens in the urban areas. The three cases have been analysed with the aim to identify how the ICT, and the related innovations, create an interconnection between four characteristic elements of the BMs (value creation, supply chain, customer interfaces, financial model) and the restructuring of proximity dimensions (cognitive, institutional, social, geographical, organizational). The work shows how these three cases have several communalities, but also different aspects with respect to our objective of analysis: there are different ways in which the four characteristic elements of the BM are constructed and also different in the role that the different dimensions of proximity play in structuring the innovation process in each one of them. More generally, the results of the work also lead to consider a new role for public investments in ICT infrastructures: public administrations should intervene in order to create a coherence within projects of public and private initiatives.
... In addition, business models relate to higher operating profits in the practical sense and have become a topic of interest among corporate CEOs (IBM Global Business Services, 2008) as business model innovations are key to the success of technology-based product commercialization (Chesbrough & Rosenbloom, 2002;Chesbrough, 2010). In general, there are lot of studies conducted on business innovation models (Amit & Zott, 2001;Markides & Charitou, 2004;Giesen et al, 2007;and Chesbrough, 2007) to support the development of business model innovation. ...
The degree of innovation in the ICT industry depends on business models that are capable to face challenges in Industry 4.0. Capability on the side of the network owned combined with network and social capabilities is expected to create distinctive organizational capability. Based on this background, the study aims to examine the effects of customer experience and distinctive organizational capability on the business model innovations of telecommunication firms in Indonesia using quantitative research. The samples taken from 34 firms. PLS is used the analytical tool to process the data in this study. The results of the study show that customer experience and distinctive organizational capabilities have an influence business model innovations. Customer experience has a bigger role than distinctive organizational capability in building business model innovation. These findings have practical implications for the management of telecommunications industries in Indonesia as the development of a business model innovation needs to be based on the development of customer experience supported with the development of distinctive organizational capability. Further research can be explored by expanding the sample, industry and in other countries
... Literature considering intra-BM interdependencies looks at the complex interrelations between different components (often referred to as building blocks or elements) of one particular BM. Amit and Zott (2001) mutual enhancement. These interrelations can occur between two distinctive components of a BM, as well as within one specific component, e.g., between resource configuration and the revenue model. ...
Business models are vital to companies’ success; to stay competitive, companies continuously adapt and innovate their business model. The conceptualisation of business models has received much attention from prior research and the focus of research is shifting from a static perspective to a more dynamic perspective. This research is a comprehensive and up-to-date literature analysis of the concept of dynamic business models. To achieve a systematic and objective penetration of the research field, we used
a classification framework consisting of 15 evaluation dimensions. We identified the main research streams on the topic and present the most relevant approaches, such as system dynamics modelling. A total of 42 relevant literature sources were found. Finally, we highlighted gaps for future research, such as a need for more detailed analyses of the interdependencies between the components a business models consists of.
... The relationships of these networks play a fundamental role in the architecture of transactions. [2], captures the essence of the change that business transactions have brought about in recent years due to "the unprecedented reach, connectivity, and low-cost information processing power, open entirely new possibilities for value creation through the structuring of transactions in novel ways". ...
Business process management is one of the core drivers of business innovation and is based on strategic technology and capable of creating and successfully executing end-to-end business processes. The trend will be to move from relatively stable, organization-specific applications to more dynamic, high-value ones where business process interactions and trends are examined closely to understand more accurately an application’s requirements. Such collaborative, complex end-to-end service interactions give rise to the concept of Service Networks (SNs).
This book chapter surveys business process management, concentrating on business
transactions, and introduces a business transaction language to realizes a novel
business transaction model that enables end-to-end service constellations to behave
according to agreed-upon transaction criteria. The objective of the BTL is to provide
the environment to build robust and successful mission-critical SBAs, using
a fusion of concepts from application integration, transaction-based and business
process management technologies.
... Then, they have been classified according to two parameters. First, the source of value: novelty, lock-in, complementarities and efficiency; and second, regarding how the value is created: content, structure and governance (Amit and Zott, 2001). As a result, the classified EBMs have been clustered forming eight patterns presented in Fig. 2. For simplicity and conceptual clarity, the clustering shows the independency of the patterns, but in some cases, there can be an overlapping between two or more patterns. ...
Recent developments in technology have been considered a critical factor in fighting climate change and accelerating energy transition. These developments are changing the current centralized and fossil fuel-based energy system into a new system with integrated renewable energy resources. The developments also facilitate the emergence of new business models and allow entrepreneurs to propose new products and services. This paper aims to identify the existent energy business models based on a systematic literature review, focusing on two main areas: renewable energy and demand-side management. With that purpose, a framework is described including specific characteristics for energy business models. Based on this framework, 22 different energy business models are presented clustered in eight patterns. The study draws on an exhaustive picture of the emerging business models and provides insights for researchers and for early-stage companies to innovate through business model transformation.
... Вопросам разработки и использования бизнес-моделей при взаимодей- ствии различных бизнес-структур посвящены работы основоположника А. Остервальдера [21], И. Пинье [22], Э. Маурьи [23], Р. Форда [24], Э. Филта [25], О. Гассмана [26]. Необходимо отметить, что первые попыт- ки создать бизнес-модель были сделаны такими исследователями, как А. Афу и К. Тусси [27], Р. Амит и К. Зотт [28], Дж. Калио, М. Тинила и А. Ценг [29], Дж. ...
... The rapid growth and adoption of new technologies have facilitated organizational transformation. Recent advances in communication and information technologies, such as the emergence and swift expansion of the Internet will decline communication costs, have allowed the development of new ways to create and deliver value, which have offered scope for the new creation of new exchange mechanisms and transaction architectures (Amit & Zott, 2001). These development have opened new horizons for the design of business models by enabling firms to change fundamentally both in firm and industry boundaries (Mendelson, 2001). ...
This paper analyzes the phenomenon of financial technology starts tochange conventional financial institution for helping economic development, which the financial technology more likely start-up company is the innovative solution of funding on this country. Financial technology on online-based business offers new opportunities, new investment trends and new funding resources such as lending and capital rising, wealth management and insurance, payment and financial research. I apply generalized method of moment approach on startup company data on financial technology that shows business models and the result shows that financial technology can synergy with financial institution will increase the sharing economy in East Java. Under a competitive industry, financial technology should improve their accountability, accessibility, and reliability to persuade other start-up businesses to growth up together. This paper explains what existing financial technology business model to help start-up business in Indonesia today and how financial technologies to realize good sharing economy in this East Java.
... Further, we utilize the business model lens [14,15]. Business models illustrate how the entrepreneur designs the creation, capture, and exchange of value while exploiting business opportunities [28,29]. With that, business models provide an analytical device to inspect how sustainable entrepreneurs strive for multiple forms of value and how these values are embedded in activities, structures, and relationships of the entrepreneur's emerging organization [14]. ...
... Digitization in the publishing sector offers new ways of presenting content (Magadán, 2017;Shatzkin, 2008) and allows new business models to be developed (Berman, 2012;Gordon, Kung, & Dyck, 2008;Hoque, 2000;Li, 2018;Peng, 2016;Sabatier & Fizelle, 2011), adopting the innovations arising from information and communication technologies (Amit & Zott, 2001;Chatterjee, Grewal, & Sambamurthy, 2002;Porter, 2001) to expand their product portfolio (Rayna & Striukova, 2016). ...
This paper analyzes the impact of digitization on the Spanish scholarly publishing sector. Scholarly publishers are those publishing mainly books of interest to the scientific, academic and / or university community or that deal with scientific disciplines. In Spain, there are currently 673 publishers whose books are classified in disciplines such as Science, Technology, Medicine, Humanities and Social Sciences. Currently, this figure of scholarly publishers equals approximately 20% of all Spanish publishers. The present study has two main goals: a) to determine the degree to which digitization is affecting the existing business models in Spanish scholarly publishers and b) to identify the emergence of new business models in the Spanish scholarly publishing sector. To carry out this research, an empirical analysis is conducted by means of surveys sent to a sample extracted from the population of scholarly Spanish publishers, following the criterion of stratified random sampling.
This study aims to design the right strategy for MDC Coffee House in business development using the Triple Layered Business Model Canvas (TLBMC), as well as identify and analyze the key factors that support its sustainable business strategy. This study uses a qualitative approach to explore sustainable business strategies for the company, focusing on owners, employees, suppliers, and buyers. The results show that the use of TLBMC allows the company to design a more scientific and measurable business strategy, respond to market demands that are increasingly concerned about environmental and social issues, and strengthen its position as a leader in the sustainable coffee industry in Indonesia.
Buku "Kewirausahaan Olahraga" menghadirkan pandangan komprehensif tentang perpaduan antara dunia kewirausahaan dan industri olahraga yang berkembang pesat. Melalui berbagai bab yang terstruktur dengan baik, pembaca dibimbing untuk memahami esensi kewirausahaan dalam konteks pendidikan jasmani, mentalitas wirausaha bangsa Indonesia, dan persiapan modal yang diperlukan. Selain itu, buku ini juga membahas secara mendalam kewirausahaan olahraga, termasuk hubungannya dengan olahraga, tantangan yang dihadapi, serta peluang yang tersedia. Konsep-konsep strategis seperti perencanaan, segmentasi pasar, dan strategi pemasaran juga dianalisis secara menyeluruh, memberikan wawasan yang berharga bagi mereka yang tertarik untuk memasuki dunia kewirausahaan olahraga.
Buku ini tidak hanya membahas konsep-konsep teoritis, tetapi juga memberikan pandangan praktis dengan memberikan contoh konkret dan tips yang relevan untuk berbisnis di era digital saat ini. Melalui pembahasan tentang karakter wirausaha dalam era teknologi informasi dan ide bisnis jaman now, pembaca diajak untuk merangkul tantangan dan peluang yang ada di pasar global yang dinamis. Dengan menyajikan pemahaman mendalam tentang bagaimana kewirausahaan dan olahraga saling berhubungan serta strategi untuk meraih kesuksesan di pasar yang kompetitif, buku ini menjadi panduan yang sangat berharga bagi siapa pun yang tertarik untuk menjalankan bisnis di industri olahraga.
Trending Daily’ is a UK based online clothing rental aimed at providing an affordable & sustainable solution for the day to day clothing needs of fashion conscious women.
model bisnis berfokus pada akuisisi nilai, sementara strategi bisnis menekankan pada pelestarian keunggulan bersaing yang lebih luas. Di perusahaan, model bisnis merupakan arsitektur pengubahan inovasi menjadi nilai ekonomi, sementara strategi bisnis tidak hanya berhenti pada nilai ekonomi perusahaan, tetapi juga pemegang saham. Selanjutnya, walaupun model bisnis juga dipengaruhi oleh dinamika lingkungan eksternal dan internal organisasi, namun organisasi menggunakan strategi bisnis untuk menanggapi dinamika lingkungan industri dan makro, serta memutuskan posisi bersaing yang akan dipertahankan atau melakukan aksi agresif untuk menyerang pemimpin pasar. Tujuan dari konsep model bisnis telah didefinisikan dengan menekankan penciptaan nilai sebagai bagian dari mengelola pengembangan teknologi. Model bisnis demikian dipahami sebagai alat yang berfokus untuk menengahi antara pengembangan teknologi dan penciptaan nilai ekonomi. Metode penerapan model bisnis di perusahaan memiliki beberapa manfaat. Pertama, terkait dengan komponen-komponennya, model bisnis memudahkan para perencana dan pengambil keputusan di perusahaan melihat hubungan logis antara komponen-komponen dalam bisnisnya, sehingga dapat dihasilkan nilai bagi pelanggan dan perusahaan. Kedua, model bisnis dapat dipakai untuk menguji konsistensi hubungan antar komponennya. Ketiga, model bisnis dapat digunakan untuk menguji pasar dan asumsi yang digunakan ketika mengembangkan bisnis. Keempat, model bisnis dapat dipakai untuk menunjukkan seberapa radikal suatu perubahan dilakukan dan konsekuensinya. Hasil bagi perusahaan kecil, model bisnis didesain untuk kompetensi internal sehingga menghasilkan keuntungan kompetensi bagi perusahaan kecil. Simpulan, Hal ini konsisten dengan resourced- based theory, yang melihat bahwa perusahaan kecil sebagai kumpulan dari berbagai sumber daya dan kapabilitas). Keuntungan kompetitif dapat muncul dari keputusan yang baik atas aktivitas biasa (misalnya: produksi), koordinasi yang baik antara berbagai aktivitas-aktivitas tersebut (misalnya: proses pengembangan produk), manajemen yang baik (misalnya: supply chain management). Saran, Inovasi model bisnis canvas dapat membuat peluang yang besar dalam periode pertumbuhan ekonomi yang cepat. Namun, pemilihan model bisnis yang tepat bagi perusahaan merupakan hal yang sangat krusial karena akan memengaruhi atmosfer ekonomi dan peluang pasar.
Pillar 1 OECD muncul untuk memberikan hak pemajakan terhadap negara sumber akibat kendala pemajakan ekonomi digital bagi perusahaan multinasional (PMN). Atas hal tersebut, penelitian ini bertujuan menganalisis pengaruh Pillar 1 OECD terhadap potensi pemajakan ekonomi digital di Indonesia, kesiapan otoritas pajak dan sistem yang memfasilitasi, serta hukum domestik yang mewadahi implementasi Pillar 1 OECD. Metode yang digunakan adalah studi kepustakaan dan wawancara. Alokasi hak pemajakan bagi yurisdiksi pasar diperkirakan akan memunculkan potensi tambahan penerimaan pajak yang mewujudkan keadilan dalam sistem perpajakan internasional. Akan tetapi, beberapa hal perlu ditingkatkan, seperti penyiapan teknologi informasi, sumber daya manusia, dan penyederhanaan dalam proses administrasi perpajakan bagi MNE. Terkait hukum domestik, Pasal 32A UU HPP telah dapat memfasilitasi penerapan Pillar 1.
A modelagem de negócio ganhou destaque na década de 1990, após o advento da Internet no ambiente de negócios. Com a expansão do mercado digital, o uso dos meios de comunicação e produtos digitais se tornou frequente, aprofundando a dependência das empresas com as soluções digitais. Entre estas empresas estão os estúdios de jogos digitais, que se destacam pela quantidade de produtos presentes nas plataformas de distribuição de software. Os novos estúdios de jogos, em grande parte, são formados por profissionais que se agrupam, formando os estúdios independentes. Este movimento resultou no crescimento da rede de atores e de produtos, de modo que algumas das grandes empresas da indústria de jogos adotaram uma estratégia diferenciada para capturar valor deste cenário. Tal estratégia resultou na criação de plataformas tecnológicas comuns, onde os atores e produtos se integram, o que tem sido explorado com o conceito de Ecossistemas de Software (ECOS). A concorrência para atingir os consumidores, as rápidas evoluções tecnológicas, a necessidade de produção ágil e a alta qualidade exigida trazem desafios para o planejamento e gestão dos estúdios independentes imersos em ECOS de Jogos Digitais (ECOSJD). Baseado no contexto brasileiro, esta dissertação apresenta um modelo de negócio focado nos estúdios independentes em ECOSJD. O modelo proposto, intitulado Game Software Ecosystem Business Model (GSECOBM), emergiu dos resultados de um Mapeamento Sistemático da Literatura (MSL) e de uma pesquisa de opinião (survey research). O MSL identificou outros modelos de negócio utilizados na investigação e prática de jogos digitais. Por sua vez, a pesquisa de opinião utilizou a Teoria Fundamentada em Dados (TFD) para identificar benefícios, problemas e desafios no ponto de vista de 200 participantes da academia e da indústria de jogos do Brasil. Por fim, foi conduzida uma avaliação do GSECOBM por meio de 15 entrevistas com especialistas em jogos, resultando em uma nova versão do modelo de negócio construído. Os resultados mostram que o modelo reúne componentes relevantes para os estúdios independentes de jogos digitais, com destaque para o foco no contexto brasileiro. As contribuições desta dissertação são um modelo composto por 15 componentes, um modelo conceitual, uma metodologia de mudança e uma ferramenta de design que podem auxiliar tanto estúdios independentes na concepção e manutenção de negócios, como pesquisadores na condução de estudos sobre o funcionamento deste tipo de negócio.
A Tecnologia da Informação por meio da internet propiciou o surgimento de um novo ambiente de negócios no qual empresas, clientes e fornecedores estabelecem contato e se relacionam eletronicamente. Instaurou-se assim o Comércio Eletrônico (CE), atraindo inúmeras organizações motivadas pelas baixas barreiras de entrada e pelas grandes oportunidades de negócio, atualmente associadas no Brasil a um faturamento com crescimento de dois dígitos. Contudo, apesar do CE ser responsável por números expressivos e em ascensão na economia nacional, muitas empresas descobriram que a simples presença na web não se traduz em sucesso e enfrentam a escassez no tráfego de usuários em seus sites. Este trabalho buscou, por meio de um estudo de casos múltiplos, identificar quais aspectos são negligenciados em situações de fracasso por inatividade no CE de uma loja virtual considerada inovadora. Objetivou-se relacionar a iniciativa de CE com a inovação, conceituar uma iniciativa de CE fracassada pela inatividade e identificar os aspectos de inovação não observados em uma iniciativa de CE fracassada pela inatividade. Após uma revisão da literatura de CE e inovação, três proposições foram colocadas visando responder à pergunta de pesquisa. A primeira propõe que as iniciativas de CE podem ser consideradas iniciativas inovadoras, a segunda que a inatividade no CE pode ser considerada um tipo de fracasso e a terceira proposição sugere que a inatividade no CE pode ser associada à inobservância dos aspectos de gestão, recursos humanos (RH), investimentos, tecnologia e mercado. Na fase empírica da pesquisa foram analisadas qualitativamente três empresas varejistas nacionais com iniciativas de CE, porém que convivem com a inatividade em suas lojas virtuais. São elas: a Pégasos, A Esportiva e a MXT. Todas foram consideradas inovadoras, seja sob a perspectiva da inovação de marketing, de processos ou organizacional. Entendendo-se a inatividade como um estado de subutilização do site por parte dos potenciais clientes, conceituou-se a inatividade no CE como um tipo de fracasso, pois o tráfego de visitantes registrado mostrou-se nos três casos insuficiente para o sucesso no atingimento dos objetivos das empresas. Por fim, foi possível afirmar que a inatividade no CE pode ser associada à inobservância dos aspectos de gestão, RH, investimentos, tecnologia e mercado na condução de iniciativas inovadoras. Todavia há indícios que sugerem uma relação entre a relevância destes aspectos e a fase crítica no processo de comercialização on-line vivida pela loja virtual.
Information Technology through the Internet has enabled the emergence of a new business environment in which companies, customers and suppliers establish contact and interact electronically. At that point in time e-commerce (EC) was introduced, attracting numerous organizations by low entry barriers and huge business opportunities, which in recent years meant double-digit growth revenue in Brazil. Despite the fact that EC is responsible for noteworthy and rising numbers in the national economy, many companies have realized that simple web presence does not mean success and are facing user traffic shortage on their websites. Using a multiple case study, this research sought to identify which aspects are neglected in situation of EC inactivity failure of a virtual store which is considered innovative. The objectives were to relate EC initiative to innovation, to conceptualize a failed EC initiative due to inactivity and to identify neglected innovation aspects in a failed EC initiative due to inactivity. After reviewing literature on EC and innovation, three propositions were placed in order to answer the research question. The first one proposes that EC initiatives can be considered innovative initiatives, the second one proposes that EC inactivity can be considered a type of failure and the third proposition suggests that EC inactivity can be associated with non-compliance with aspects of management, human resources (HR), investment, technology and the market. In the empirical research phase, three national retailers with EC initiatives who were faced with inactivity in their virtual stores were qualitatively analyzed. The companies selected were: Pégasos, A Esportiva and MXT. All three were considered innovative, whether from a marketing, process or organizational innovation perspective. Considering inactivity as website underuse by potential customers, the study conceptualized EC inactivity as a type of failure due to web traffic registered in all three cases proved to be insufficient in achieving the companies objectives. Summing up, it was possible to assert that EC inactivity of innovative initiatives can be associated with non-compliance with aspects of management, HR, investment, technology and the market. However, there are indications suggesting a correlation between the relevance of these aspects and the critical phase in the online marketing process experienced by the virtual store.
This version was published by Fudan University Press (ISBN: 9787309101997) in 2013.
Diese quasi-kumulativ angelegte, größtenteils in englischer Sprache verfasste Dissertation befasst sich mit der Untersuchung der Entstehung von Wertschöpfungskonfigurationen und der Frage, wie sich diese Werte messbar machen lassen. Das Untersuchungsobjekt sind Hochschulen, also ein Servicekontext, der durch hohe Komplexität und eine oft noch geringe Professionalisierung strategischer Managementprozesse geprägt ist.Im ersten Beitrag, publiziert im Athens Journal of Education unter dem Titel „Value Configuration in Higher Education – Intermediate Tool Development for Teaching in Complex Uncertain Environments and Developing a Higher Education Value Framework”, handelt es sich um einen konzeptionellen Beitrag, der die Service-Dominant Logic für die Forschung zu Wertschöpfungskonfigurationen und Wertschöpfung im Kontext der Hochschulbildung erschließt. Diese Perspektive wurde in diesem Forschungsgebiet noch nicht umfassend diskutiert und genutzt. Diese Publikation führt auch den Higher Education Value Framework ein, eine neue Perspektive zur Ableitung und Bewertung von Strategien und eben dem umfassenden Verständnis von Wertschöpfung in Higher Education. Die zweite Publikation im Journal of Education and Development mit dem Titel „What’s the Purpose of Higher Education? Proposing Meso-Level Operationalizable Superordinate Strategic Goals for Higher Education Developing the Higher Education Strategy Model and Metrics (HESM & M)“ ist gleichfalls ein konzeptioneller Beitrag und präsentiert das Higher Education Strategy Model, das vernetzte Strukturen und maßgeblich Akteure sichtbar macht und so den Nutzern wie Hochschulentscheidern ein holistisches Systemverständnis ermöglicht. Das Modell bietet Navigation und Orientierung in einer komplexen Entscheidungsumwelt. In diesem Beitrag geht es außerdem um den (gesellschaftlichen) Sinn und die übergeordneten Ziele der Hochschulbildung, die in betriebswirtschaftlichen Beiträgen zu oft unterbelichtet bleiben.
Nach dieser sehr allgemeinen und systemischen Betrachtungsweise von Higher Education werden im dritten und letzten Beitrag mit dem Titel „Mapping the Logic of Value in Higher Education - A Theoretical Adaption of Service- Dominant Logic and an Empirical Case Study in the Context of Executive Education die vorangegangenen Erkenntnisse genutzt. Dies soll dazu dienen, einen anwendungsorientierten, interdisziplinären Ansatz im spezifischen Kontext der Executive Education zu verfolgen. Das Ziel des finalen Papers besteht darin, eine Executive Education Strategy Map (EESM) für Hochschulentscheider zu entwickeln, die sowohl Überblicks-, Planungs- und Steuerungstool, als auch Grundlage für die Entwicklung eines hochwertigen Kennzahlensystems in weiterführenden Forschungsprojekten ist. Dieses Arbeitspapier stellt quasi die Summa der beiden ersten Beiträge dar und überführt die modellhaft-konzeptionellen Beiträge über eine empirische Studie in den Anwendungszusammenhang.
A phenomenon of the last 20 years has been the rapid rise of the network form of governance. This governance form has received significant scholarly attention, but, to date, no comprehensive theory for it has been advanced, and no sufficiently detailed and theoretically consistent definition has appeared. Our objective in this article is to provide a theory that explains under what conditions network governance, rigorously defined, has comparative advantage and is therefore likely to emerge and thrive. Our theory integrates transaction cost economics and social network theories, and, in broad strokes, asserts that the network form of governance is a response to exchange conditions of asset specificity, demand uncertainty, task complexity, and frequency. These exchange conditions drive firms toward structurally embedding their transactions, which enables firms to use social mechanisms for coordinating and safeguarding exchanges. When all of these conditions are in place, the network governance form has advantages over both hierarchy and market solutions in simultaneously adapting, coordinating, and safeguarding exchanges.
We build on an emerging strategy literature that views the firm as a bundle of resources and capabilities, and examine conditions that contribute to the realization of sustainable economic rents. Because of (1) resource-market imperfections and (2) discretionary managerial decisions about resource development and deployment, we expect firms to differ (in and out of equilibrium) in the resources and capabilities they control. This asymmetry in turn can be a source of sustainable economic rent. The paper focuses on the linkages between the industry analysis framework, the resource-based view of the firm, behavioral decision biases and organizational implementation issues. It connects the concept of Strategic Industry Factors at the market level with the notion of Strategic Assets at the firm level. Organizational rent is shown to stem from imperfect and discretionary decisions to develop and deploy selected resources and capabilities, made by boundedly rational managers facing high uncertainty, complexity, and intrafirm conflict.
Current models of organizational strategy and structure fail to meet the challenges of the information age. Based on field study, the authors conceptualize an architecture, or guide, for virtual organizing that focuses on the importance of knowledge and intellect in creating value. Information technology lies at the heart of this business model for the twenty-first century. The authors' approach incorporates three interdependent vectors: customer interaction deals with new challenges and opportunities for company-to-customer interactions; asset configuration focuses on creating and deploying intellectual assets while sourcing physical assets from a complex business network; and knowledge leverage is concerned with opportunities for leveraging diverse sources of expertise within and across organizational boundaries. Each of the vectors in turn has three stages, Stage one focuses on task units such as customer service, purchasing, or new product development. Stage two focuses on coordinating activities to create superior value. Stage three focuses on the interorganizational network to design and leverage interdependent communities for innovation and growth. Each vector raises a distinct series of questions for managers. The overall challenge for companies is to harmonize the three vectors and to undertake external benchmarking when experimenting with different approaches to design.
We combine theory and research on alliance networks and on new firms to investigate the impact of variation in startups' alliance network composition on their early performance. We hypothesize that startups can enhance their early performance by 1) establishing alliances, 2) configuring them into an efficient network that provides access to diverse information and capabilities with minimum costs of redundancy, conflict, and complexity, and 3) judiciously allying with potential rivals that provide more opportunity for learning and less risk of intra- alliance rivalry. An analysis of Canadian biotech startups' performance provides broad support for our hypotheses, especially as they relate to innovative performance. Overall, our findings show how variation in the alliance networks startups configure at the time of their founding produces significant differences in their early performance, contributing directly to an expla- nation of how and why firm age and size affect firm performance. We discuss some clear, but challenging, implications for managers of startups.Copyright © 2000 John Wiley & Sons, Ltd.
A structural model of business relationship development in a business network context is formulated and tested on data from the European International Marketing and Purchasing (IMP) project. The empirical analysis demonstrates a causal chain from business network connection through mutual commitment and mutual dependence to value creation in the relationship. The results show that mutuality in business network relationships is critical in developing interfirm systems of workflow interdependence that promote the creation of value. This also implies that, through their interaction in business network relationships, firms in business markets organize and share an unbounded structure of interdependent activities, enabling them to achieve greater value than would be the case if they did not engage in relationship development. Copyright © 1999 John Wiley & Sons, Ltd.
Most writing on sociological method has been concerned with how accurate facts can be obtained and how theory can thereby be more rigorously tested. In The Discovery of Grounded Theory, Barney Glaser and Anselm Strauss address the equally Important enterprise of how the discovery of theory from data-systematically obtained and analyzed in social research-can be furthered. The discovery of theory from data-grounded theory-is a major task confronting sociology, for such a theory fits empirical situations, and is understandable to sociologists and laymen alike. Most important, it provides relevant predictions, explanations, interpretations, and applications. In Part I of the book, "Generation Theory by Comparative Analysis," the authors present a strategy whereby sociologists can facilitate the discovery of grounded theory, both substantive and formal. This strategy involves the systematic choice and study of several comparison groups. In Part II, The Flexible Use of Data," the generation of theory from qualitative, especially documentary, and quantitative data Is considered. In Part III, "Implications of Grounded Theory," Glaser and Strauss examine the credibility of grounded theory. The Discovery of Grounded Theory is directed toward improving social scientists' capacity for generating theory that will be relevant to their research. While aimed primarily at sociologists, it will be useful to anyone Interested In studying social phenomena-political, educational, economic, industrial- especially If their studies are based on qualitative data. © 1999 by Barney G. Glaser and Frances Strauss. All rights reserved.
This paper focuses on dynamic capabilities and, more generally, the resource‐based view of the firm. We argue that dynamic capabilities are a set of specific and identifiable processes such as product development, strategic decision making, and alliancing. They are neither vague nor tautological. Although dynamic capabilities are idiosyncratic in their details and path dependent in their emergence, they have significant commonalities across firms (popularly termed ‘best practice’). This suggests that they are more homogeneous, fungible, equifinal, and substitutable than is usually assumed. In moderately dynamic markets, dynamic capabilities resemble the traditional conception of routines. They are detailed, analytic, stable processes with predictable outcomes. In contrast, in high‐velocity markets, they are simple, highly experiential and fragile processes with unpredictable outcomes. Finally, well‐known learning mechanisms guide the evolution of dynamic capabilities. In moderately dynamic markets, the evolutionary emphasis is on variation. In high‐velocity markets, it is on selection. At the level of RBV, we conclude that traditional RBV misidentifies the locus of long‐term competitive advantage in dynamic markets, overemphasizes the strategic logic of leverage, and reaches a boundary condition in high‐velocity markets. Copyright © 2000 John Wiley & Sons, Ltd.
In this paper we present a study of the structure of three lead firm‐network relationships at two points in time. Using data on companies in the packaging machine industry, we study the process of vertical disintegration and focus on the ability to coordinate competencies and combine knowledge across corporate boundaries. We argue that the capability to interact with other companies—which we call relational capability—accelerates the lead firm’s knowledge access and transfer with relevant effects on company growth and innovativeness. This study provides evidence that interfirm networks can be shaped and deliberately designed: over time managers develop a specialized supplier network and build a narrower and more competitive set of core competencies. The ability to integrate knowledge residing both inside and outside the firm’s boundaries emerges as a distinctive organizational capability. Our main goal is to contribute to the current discussion of cooperative ties and dynamic aspects of interfirm networks, adding new dimensions to resource‐based and knowledge‐based interpretations of company performance. Copyright © 1999 John Wiley & Sons, Ltd.
Previous research suggests that knowledge diffusion occurs more quickly within Toyota’s production network than in competing automaker networks. In this paper we examine the ‘black box’ of knowledge sharing within Toyota’s network and demonstrate that Toyota’s ability to effectively create and manage network‐level knowledge‐sharing processes at least partially explains the relative productivity advantages enjoyed by Toyota and its suppliers. We provide evidence that suppliers do learn more quickly after participating in Toyota’s knowledge‐sharing network. Toyota’s network has solved three fundamental dilemmas with regard to knowledge sharing by devising methods to (1) motivate members to participate and openly share valuable knowledge (while preventing undesirable spillovers to competitors), (2) prevent free riders, and (3) reduce the costs associated with finding and accessing different types of valuable knowledge. Toyota has done this by creating a strong network identity with rules for participation and entry into the network. Most importantly, production knowledge is viewed as the property of the network. Toyota’s highly interconnected, strong tie network has established a variety of institutionalized routines that facilitate multidirectional knowledge flows among suppliers. Our study suggests that the notion of a dynamic learning capability that creates competitive advantage needs to be extended beyond firm boundaries. Indeed, if the network can create a strong identity and coordinating rules, then it will be superior to a firm as an organizational form at creating and recombining knowledge due to the diversity of knowledge that resides within a network. Copyright © 2000 John Wiley & Sons, Ltd.
This paper introduces a social network perspective to the study of strategic alliances. It extends prior research, which has primarily considered alliances as dyadic exchanges and paid less attention to the fact that key precursors, processes, and outcomes associated with alliances can be defined and shaped in important ways by the social networks within which most firms are embedded. It identifies five key issues for the study of alliances: (1) the formation of alliances, (2) the choice of governance structure, (3) the dynamic evolution of alliances, (4) the performance of alliances, and (5) the performance consequences for firms entering alliances. For each of these issues, this paper outlines some of the current research and debates at the firm and dyad level and then discusses some of the new and important insights that result from introducing a network perspective. It highlights current network research on alliances and suggests an agenda for future research.© 1998 John Wiley & Sons, Ltd.
Firms often lose their competitive advantage when a technological change renders their existing capabilities obsolete. An important question that has received little or no attention is, what happens to these firms’ competitive advantage when the technological change instead renders obsolete the capabilities of their co‐opetitors—the suppliers, customers, and complementors whose very success may underpin that of the firm and with whom it must collaborate and compete. This paper explores the effects on a firm of the impact of a technological change on its co‐opetitors . It argues that a firm’s post‐technological change performance decreases with the extent to which the technological change renders co‐opetitors’ capabilities obsolete. It uses detailed data on the adoption of RISC (Reduced Instruction Set Computer) technology by computer workstation makers to demonstrate the need to view resources as residing in a network and not in the firm alone. Copyright © 2000 John Wiley & Sons, Ltd.
The imputation problem is how to account for the sources of the value of the firm. I propose that part of the value of the firm derives from its participation in a network that emerges from the operation of generative rules that instruct the decision to cooperate. Whereas the value of firm-level capabilities is coincidental with the firm as the unit of accrual, ownership claims to the value of coordination in a network pit firms potentially in opposition with one another. We analyze the work on network structure to suggest two types of mechanisms by which rents are distributed. This approach is applied to an analysis of the Toyota Production System to show how a network emerged, the rents were divided to support network capabilities, and capabilities were transferred to the United States. Copyright © 2000 John Wiley & Sons, Ltd.
Firms boundary choices have undergone careful examination in recent years, particularly in information services. While transaction cost economics provides a widely tested explanation for boundary choice, more recent theoretical work advances competing knowledge-based and measurement cost explanations. Similar to transaction cost economics, these theories examine the impact of exchange attributes on the performance of markets and hierarchies as institutions of governance. These theories, however, offer alternative attributes to those suggested by transaction cost economics or offer alternative mechanisms through which similar attributes influence make–buy choices. Traditional empirical specifications of make–buy models are unable to comparatively test among these alternative theories. By developing and testing a model of comparative institutional performance rather than institutional choice, we examine the degree of support for these competing explanations of boundary choice. Hypotheses are tested using data on the governance of nine information services at 152 companies. Our results suggest that a theory of the firm and a theory of boundary choice is likely to be complex, requiring integration of transaction cost, knowledge-based, and measurement reasoning. © 1998 John Wiley & Sons, Ltd.
- This paper describes the process of inducting theory using case studies from specifying the research questions to reaching closure. Some features of the process, such as problem definition and construct validation, are similar to hypothesis-testing research. Others, such as within-case analysis and replication logic, are unique to the inductive, case-oriented process. Overall, the process described here is highly iterative and tightly linked to data. This research approach is especially appropriate in new topic areas. The resultant theory is often novel, testable, and empirically valid. Finally, framebreaking insights, the tests of good theory (e.g., parsimony, logical coherence), and convincing grounding in the evidence are the key criteria for evaluating this type of research.
This paper attempts to explain why innovating firms often fail to obtain significant economic returns from an innovation, while customers, imitators and other industry participants benefit. Business strategy - particularly as it relates to the firm's decision to integrate and co1laborate - is shown to be an important (actor. The paper demonstrates that when imitation is easy. markets don't work wen, and the profits (rom innovation may accrue to the owners of certain complementary assets. rather than to the developers of the intellectual property. This speaks to the need, in certain cases, for the innovating firm to establish a prior position in these complementary assets_ The paper also indicates that innovators with new products and processes which provide value to consumers may sometimes be so iJt positioned in the market that they necessarily win fai1. The analysis provides a theoretical foundation (or the proposi. tion that manufacturing often matters. particularly to innovating nations_ Innovating finns without the requisite manufacturing and related capacities may die. even though they are the best at innovation_ Implications for trade policy and domestic economic policy are examined.
The intuitive background for measures of structural centrality in social networks is reviewed and existing measures are evaluated in terms of their consistency with intuitions and their interpretability.
Understanding sources of sustained competitive advantage has become a major area of research in strategic management. Building on the assumptions that strategic resources are heterogeneously distributed across firms and that these differences are stable over time, this article examines the link between firm resources and sustained competitive advantage. Four empirical indicators of the potential of firm resources to generate sustained competitive advantage-value, rareness, imitability, and substitutability are discussed. The model is applied by analyzing the potential of several firm resources for generating sustained competitive advantages. The article concludes by examining implications of this firm resource model of sustained competitive advantage for other business disciplines.
We analyze the salient features of networks and point out the similarities between the economic structure of networks and the structure of vertically related industries. The analysis focuses on positive consumption and production externalities, commonly called network externalities. We discuss their sources and their effects on pricing and market structure. We distinguish between results that do not depend on the underlying industry microstructure (the macro approach) and those that do (the micro approach). We analyze the issues of compatibility, coordination to technical standards, interconnection and interoperability, and their effects on pricing and quality of services and on the value of network links in various ownership structures. We also briefly discuss the issue of interconnection fees for bottleneck.
Building on Thompson's (1967) typology of long-linked, intensive, and mediating technologies, this paper explores the idea that the value chain, the value shop, and the value network are three distinct generic value configuration models required to understand and analyze firm-level value creation logic across a broad range of industries and firms. While the long-linked technology delivers value by transforming inputs into products, the intensive technology delivers value by resolving unique customer problems, and the mediating technology delivers value by enabling direct and indirect exchanges between customers. With the identification of alternative value creation technologies, value chain analysis is both sharpened and generalized into what we propose as a value configuration analysis approach to the diagnosis of competitive advantage. With the long-linked technology and the corresponding value chain configuration model as benchmark, the paper reviews the distinctive logic and develops models of the value shop and the value network in terms of primary activity categories, drivers of cost and value, and strategic positioning options.
We develop a framework to describe value creation as a process comprising resource combinations and exchanges and use the framework to show how organizations in general, and business firms in particular, interact with markets to create economic value for themselves, for their members, and for society. The theory offers an explanation of why neither a market nor a firm, by itself, can achieve adaptive efficiency and why institutional pluralism contributes to the process of economic development.
This study of automotive transaction relationships in the U.S.A. and Japan offers data which
indicate that transaction costs do not necessarily increase with an increase in relationship-specific
investments. We empirically examine the conditions under which transactors can simultaneously
achieve the twin benefits of high asset specificity and low transaction costs. This is possible
because the different safeguards which can be employed to control opportunism have different
set-up costs and result in different transaction costs over different time horizons. We examine
in detail the practices of Japanese firms which result in effective interfirm collaboration.
This study analyzes organization of economic activity within and between markets and hierarchies. It considers the transaction to be the ultimate unit of microeconomic analysis, and defines hierarchical transactions as ones for which a single administrative entity spans both sides of the transaction, some form of subordination prevails and, typically, consolidated ownership obtains. Discusses the advantages of the transactional approach by examining three issues: price discrimination, insurance, and vertical integration. Develops the concept of the organizational failure framework, and demonstrates why it is always the combination of human with environmental factors, not either taken by itself, that causes transactional problems. The study also describes each of the transactional relations of interest, and presents the advantages of internal organization with respect to the transactional condition. The analysis explains why primary work groups of the peer group and simple hierarchy types arise. The same transactional factor which impede autonomous contracting between individuals also impede market exchange between technologically separable work groups. Peer groups can be understood as an internal organizational response to the frictions of intermediate product markets, while conglomerate organization can be seen as a response to failures in the capital market. In both contexts, the same human factors, such as bounded rationality and opportunism, occur. Examines the reasons for and properties of the employment relation, which is commonly associated with voluntary subordination. The analysis attempts better to assess the employment relation in circumstances where workers acquire, during the course of the employment, significant job-specific skills and knowledge. The study compares alternative labor-contracting modes and demonstrates that collective organization is helpful in enhancing the acquisition of idiosyncratic knowledge and skills by the work force. The study then examines more complex structures -- the movement from simple hierarchies to the vertical integration of firms, then multidivisional structures, conglomerates, monopolies and oligopolies. Discusses the market structure in relation to technical and organizational innovation. The study proposes a systems approach to the innovation process. Its purpose is to permit the realization of the distinctive advantages of both small and large firms which apply at different stages of the innovation process. The analysis also examines the relation of organizational innovation to technological innovation. (AT)
We investigate whether firms learn to manage interfirm alliances as experience accumulates. We use contract-specific experience measures in a data set of over 2000 joint ventures and licensing agreements, and value creation measures derived from the abnormal stock returns surrounding alliance announcements. Learning effects are identified from the effects of unobserved heterogeneity in alliance capabilities. We find evidence of large learning effects in managing joint ventures, but no such evidence for licensing contracts. The effects of learning on value creation are strongest for research joint ventures, and weakest for marketing joint ventures. These results are consistent with the view that learning effects are more important in situations characterized by greater contractual ambiguity. Copyright © 2000 John Wiley & Sons, Ltd.
Traditional approaches to studying competitive advantage, while valuable, are not adequate to explain how firms can operate effectively in turbulent and often chaotic environments. A resource or skill-based view focusing on development and application of core competences is offered to supplement the traditional approaches. We present a model of the development and outcomes of dynamic core competences based on organizational meta-learning. A firm's core competence(s) is defined as a set of problem-defining and problem-solving insights that fosters the development of idiosyncratic strategic growth alternatives. Dynamic core competences are based on the integration into systemic meta-learning of universal and tacit knowledge through information transfer, redefinition of heuristics and continuous improvement based on experimentation and the development of firm-specific skills based on dynamic routines. Dynamic core competences can be leveraged to create growth alternatives of global diversification, new applications of existing technologies and/or the development of new lines of business. Finally, dynamic core competences can be used to reduce uncertainty and to induce path dependencies that create causal ambiguity (making imitation from other firms difficult). In so doing, they can form the basis of competitive advantages.
Major business trends such as deregulation, globalization, technological convergence, and the rapid evolution of the Internet have transformed the roles that companies play in their dealings with other companies. Business practitioners and scholars talk about alliances, networks, and collaboration among companies. But managers and researchers have largely ignored the agent that is most dramatically transforming the industrial system as we know it: the consumer. In a market in which technology enabled consumers can now engage themselves in an active dialogue with manufacturers-a dialogue that customers can control - companies have to recognize that the customer is becoming a partner in creating value. In this article, authors C.K. Prahalad and Venkatram Ramaswamy demonstrate how the shifting role of the consumer affects the notion of it company's core competencies. Where previously, businesses learned to draw on the competencies and resources of their business partners and suppliers to compete effectively, they must now include consumers as part of the extended enterprise, the authors say. Harnessing those customer competencies won't be easy. At a minimum, managers must come to grips with four fundamental realities in co-opting customer competence: they have to engage their customers in an active, explicit, and ongoing dialogue; mobilize communities of customers; manage customer diversity; and engage customers in cocreating personalized experiences. Companies will also need to revise some of the traditional mechanisms of the marketplace - pricing and billing systems, for instance-to account for their customers' new role.
Based on an intensive and inductive study of a Fortune 100 corporation, this article describes how dynamic capabilities that reconfigure division resources - that is, architectural innovation - may operate within multibusiness firms. We suggest envisaging corporate divisions as combinations of capabilities and product - market areas of responsibility (charters) that may be recombined in various ways, highlighting the interplay of economic and social imperatives that motivate such recombinations. We detail the microsociological patterns by which such recombinations occur and then theorize about an organizational form, termed "dynamic community," in which these processes are embedded.
The dynamic capabilities framework analyzes the sources and methods of wealth creation and capture by private enterprise firms operating in environments of rapid technological change. The competitive advantage of firms is seen as resting on distinctive processes (ways of coordinating and combining), shaped by the firm's (specific) asset positions (such as the firm's portfolio of difftcult-to- trade knowledge assets and complementary assets), and the evolution path(s) it has aflopted or inherited. The importance of path dependencies is amplified where conditions of increasing retums exist. Whether and how a firm's competitive advantage is eroded depends on the stability of market demand, and the ease of replicability (expanding intemally) and imitatability (replication by competitors). If correct, the framework suggests that private wealth creation in regimes of rapid technological change depends in large measure on honing intemal technological, organizational, and managerial processes inside the firm. In short, identifying new opportunities and organizing effectively and efficiently to embrace them are generally more fundamental to private wealth creation than is strategizing, if by strategizing one means engaging in business conduct that keeps competitors off balance, raises rival's costs, and excludes new entrants. © 1997 by John Wiley & Sons, Ltd.
This paper elucidates the underlying economics of the resource-based view of competitive advantage and integrates existing perspectives into a parsimonious model of resources and firm performance. The essence of this model is that four conditions underlie sustained competitive advantage, all of which must be met. These include superior resources (heterogeneity within an industry), ex post limits to competition, imperfect resource mobility, and ex ante limits to competition. In the concluding section, applications of the model for both single business strategy and corporate strategy are discussed.
Acquisitive growth strategies continue to be popular, in spite of increasing evidence that they often do not enhance the financial performance of acquiring firms and may adversely affect innovation. However, some acquisitions are associated with both increases in financial performance and a strengthened commitment to R&D while others experience decreases in both. Multiple theories have been offered to explain acquisitions and their outcomes, but few have received strong empirical support.
This paper describes a multiple rater, multiple-case study of acquisitions that had highly favourable outcomes and others that experienced highly unfavourable outcomes. All twelve of the high performing acquisitions studied were found to exhibit the dual characteristics of friendliness during acquisition negotiations and resource complementarities between the two firms. Additionally, debt played an important role in the success (low to moderate debt) or lack of success (high or extraordinary debt) in 21 of the 24 acquisitions studied. Inadequate target evaluation was a factor in 11 of the 12 acquisitions with low performance. Importantly, the results of both sets of acquisitions suggested that a configuration of attributes affected post-acquisition performance. Other findings both supported and contradicted commonly held beliefs about acquisitions, as well as highlighted variables not typically associated with acquisition strategies. The study provides directions for future theory development and empirical research on acquisitions.
Schumpeter first reviews the basic economic concepts that describe the recurring economic processes of a commercially organized state in which private property, division of labor, and free competition prevail. These constitute what Schumpeter calls "the circular flow of economic life," such as consumption, factors and means of production, labor, value, prices, cost, exchange, money as a circulating medium, and exchange value of money. The principal focus of the book is advancing the idea that change (economic development) is the key to explaining the features of a modern economy. Schumpeter emphasizes that his work deals with economic dynamics or economic development, not with theories of equilibrium or "circular flow" of a static economy, which have formed the basis of traditional economics. Interest, profit, productive interest, and business fluctuations, capital, credit, and entrepreneurs can better be explained by reference to processes of development. A static economy would know no productive interest, which has its source in the profits that arise from the process of development (successful execution of new combinations). The principal changes in a dynamic economy are due to technical innovations in the production process. Schumpeter elaborates on the role of credit in economic development; credit expansion affects the distribution of income and capital formation. Bank credit detaches productive resources from their place in circular flow to new productive combinations and innovations. Capitalism inherently depends upon economic progress, development, innovation, and expansive activity, which would be suppressed by inflexible monetary policy. The essence of development consists in the introduction of innovations into the system of production. This period of incorporation or adsorption is a period of readjustment, which is the essence of depression. Both profits of booms and losses from depression are part of the process of development. There is a distinction between the processes of creating a new productive apparatus and the process of merely operating it once it is created. Development is effected by the entrepreneur, who guides the diversion of the factors of production into new combinations for better use; by recasting the productive process, including the introduction of new machinery, and producing products at less expense, the entrepreneur creates a surplus, which he claims as profit. The entrepreneur requires capital, which is found in the money market, and for which the entrepreneur pays interest. The entrepreneur creates a model for others to follow, and the appearance of numerous new entrepreneurs causes depressions as the system struggles to achieve a new equilibrium. The entrepreneurial profit then vanishes in the vortex of competition; the stage is set for new combinations. Risk is not part of the entrepreneurial function; risk falls on the provider of capital. (TNM)
The article reflects on the diffusion of the ‘resource-based view of the firm’ into academic and practitioner thought. The contributions of many people are noted. In closing, I offer some speculations about the future use of these ideas.
There are not many books that are genuine classics, and only a handful in business and management whose insights and ideas last for 50 years and more. This book is one of the very few 'must reads' for anybody seriously interested in the role of management within the firm. Originally published in 1959, The Theory of the Growth of the Firm has illuminated and inspired thinking in strategy, entrepreneurship, knowledge creation, and innovation. Edith Penrose's tightly-argued classic laid the foundations for the resource based view of the firm, now the dominant framework in business strategy. She analyses managerial activities and decisions, organizational routines, and also the factors that inevitably limit a firm's growth prospects. For this new anniversary edition, Christos Pitelis has written a new introduction which both tells the story of Penrose's extraordinary life, and provides a balanced assessment of her key ideas and their continuing relevance and freshness.
Given incomplete factor markets, appropriate time paths of flow variables must be chosen to build required stocks of assets. That is, critical resources are accumulated rather than acquired in "strategic factor markets" (Barney [Barney, J. 1986. Strategic factor markets: Expectations, luck, and business strategy. Management Sci. (October) 1231--1241.]). Sustainability of a firm's asset position hinges on how easily assets can be substituted or imitated. Imitability is linked to the characteristics of the asset accumulation process: time compression diseconomies, asset mass efficiencies, inter-connectedness, asset erosion and causal ambiguity.
Accurate marketing research depends on accurate user judgments regarding their needs. However, for very novel products or in product categories characterized by rapid change—such as “high technology” products—most potential users will not have the real-world experience needed to problem solve and provide accurate data to inquiring market researchers. In this paper I explore the problem and propose a solution: Marketing research analyses which focus on what I term the “lead users” of a product or process.
Lead users are users whose present strong needs will become general in a marketplace months or years in the future. Since lead users are familiar with conditions which lie in the future for most others, they can serve as a need-forecasting laboratory for marketing research. Moreover, since lead users often attempt to fill the need they experience, they can provide new product concept and design data as well.
In this paper I explore how lead users can be systematically identified, and how lead user perceptions and preferences can be incorporated into industrial and consumer marketing research analyses of emerging needs for new products, processes and services.