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Reinventing Your Business Model
Abstract
Why is it so difficult for established companies to pull off the new growth that business model innovation can bring? Here's why: They don't understand their current business model well enough to know if it would suit a new opportunity or hinder it, and they don't know how to build a new model when they need it. Drawing on their vast knowledge of disruptive innovation and experience in helping established companies capture game-changing opportunities, consultant Johnson, Harvard Business School professor Christensen, and SAP co-CEO Kagermann set out the tools that executives need to do both. Successful companies already operate according to a business model that can be broken down into four elements: a customer value proposition that fulfills an important job for the customer in a better way than competitors' offerings do; a profit formula that lays out how the company makes money delivering the value proposition; and the key resources and key processes needed to deliver that proposition. Game-changing opportunities deliver radically new customer value propositions: They fulfill a job to be done in a dramatically better way (as P&G did with its Swiffer mops), solve a problem that's never been solved before (as Apple did with its iPod and iTunes electronic entertainment delivery system), or serve an entirely unaddressed customer base (as Tata Motors is doing with its Nano - the $2,500 car aimed at Indian families who use scooters to get around). Capitalizing on such opportunities doesn't always require a new business model: P&G, for instance, didn't need a new one to lever-age its product innovation strengths to develop the Swiffer. A new model is often needed, however, to leverage a new technology (as in Apple's case); is generally required when the opportunity addresses an entirely new group of customers (as with the Nano); and is surely in order when an established company needs to fend off a successful disruptor (as the Nano's competitors may now need to do).
... Moreover, the information market has shifted toward the zero-marginal-cost (or nearly free of charge) economy (Rifkin 2014), forcing a reconceptualization of media business models. This article uses the definitions of business models as they are presented in Johnson et al. (2008), which describes them using a four-element framework: customer value proposition (solving customers' problems and satisfying their needs), profit formula, resources needed, and key processes. Accordingly, the business model perspective for media companies involves "creating new processes, products, and ways of presenting content, and changing the relationships [with audiences]" (Villi and Picard 2019, 121). ...
... As in many other areas, media industry business models do not start with effective value propositions about how to serve the public's needs over time. Pursuing a sustainable business model requires changes in the organizational structure and culture to achieve the required synergies with the media producer's public in order to make the model successful (Johnson et al. 2008). ...
... Our findings also suggest that the majority of successful Brazilian business model innovations in the profit formula (Johnson et al. 2008) are actually combinations of existing elements that have been implemented in the industry in recent decades (RQ2). Our framework sheds light on these diversified models that combine strategies based on multiple revenue sources, such as obtaining numerous types of advertising income, pivoting to video, educational projects, events, and integration of content with e-commerce. ...
The news media industry is a sector that is greatly affected by technology and the rapid speed with which changes are taking place. Industry 4.0 is upon us and promising a smarter production that is digitally networked and built on data-intense models. However, fostering innovation inside the newsroom takes place with as many hindrances and bureaucratic obstacles as possible. To address how news outlets are adopting new approaches to sustain their business, we conducted fourteen (n = 14) in-depth interviews with leading actors of news organizations in Brazil, a leading country within the Global South with a complex national reality. Our study systematically analyzes qualitative data to present technology-driven, innovative business models and technologies that will be major players in the news industry’s future. Results indicated that organizations do not rely on a unique income source but combine different sustainable models of funding. By deploying technological assets in the news business, these outlets are capable of meeting the needs of audiences and better identifying customer segments, which brings a competitive advantage to these organizations. In summary, this research resulted in responsive knowledge sharing about digital journalism’s business model that is being implemented for the next revolution.
... A business model is key in influencing the competitive advantage of firms (Chesbrough, 2010), and thus, business model innovation (BMI) plays a critical role in building a sustainable competitive advantage (Johnson et al., 2008;Demil and Lecocq, 2010). Based on the reasoning above, as a contextual factor, BMI might foster a supportive innovative climate (e.g., Charbonnier-Voirin et al., 2010;Wang et al., 2013) and mobilize the necessary organizational resources to motivate employees to engage in creative behaviors. ...
... Based on the definition of Amit and Zott (2001), the business model comprises "the content, structure, and governance of transactions designed so as to create value through the exploitation of business opportunities." Business models could build competitive advantages for firms (Zott and Amit, 2007;Johnson et al., 2008;Ahlstrom, 2010). However, market changes can quickly make a successful business model less profitable or even obsolete (Johnson et al., 2008;Sosna et al., 2010). ...
... Business models could build competitive advantages for firms (Zott and Amit, 2007;Johnson et al., 2008;Ahlstrom, 2010). However, market changes can quickly make a successful business model less profitable or even obsolete (Johnson et al., 2008;Sosna et al., 2010). Moreover, business models might be imitated by other firms when firms observe successful business models and then introduce them into their own businesses (Casadesus-Masanell and Zhu, 2013). ...
Although most existing studies have considered entrepreneurial bricolage as a means to overcome resource constraints in new ventures, few have explored the direct effects of entrepreneurial bricolage on employee creativity, particularly in the context of entrepreneurial internet firms. Drawing from multiple theories (i.e., social learning theory and social cognitive theory), this study proposes a cross-level mediation model for the trickle-down effects of entrepreneurial bricolage and business model innovation on employee creativity. By using a 2-wave longitudinal design, survey data were collected from multiple sources, including 49 leaders and 336 employees from entrepreneurial internet firms in China. Multilevel structural equation modeling (MSEM) was applied to analyze the cross-level mediation model. The results show that both entrepreneurial bricolage and business model innovation failed to significantly and positively direct employee creativity. Furthermore, entrepreneurial bricolage exerted a cross-level influence on employee creativity that was sequentially transmitted through between-level business model innovation and within-level creative self-efficacy. The theoretical and managerial implications of these findings are also discussed.
... In background knowledge, it is argued that sustainable development is an inherent concept that requires continuous assessment offering the opportunity for reflection and decision making for long-term innovation and sustainability (Rene & Pim, 2007). A successful sustainability and exploitation strategy is based on a successful business model that according to Johnson et al. (2008) must be founded around four pillars: ...
... Any initiative, destined for profit generation or adopting a non-profit scheme, must offer a substantial value to its customers/stakeholders addressing their needs and requirements in a higher level than the competitors, offering innovative solutions to problems and a great range of high quality services (Johnson et al., 2008). As Kaplan and Norton (2004) emphasize that "Strategy is based on a differentiated customer value proposition. ...
... The revenue streams define how the organization/initiative generates its revenue either it is a for-profit or non-for-profit organization/initiative (Johnson et al., 2008) taking into account the cost of the key resources and key processes. This is very important for the financial sustainability of initiatives in the field of elearning. ...
Applying new innovative learning methods in schools can strongly influence and reform them. Schools are vital organizations adequate under constant changes, reformations and developments. Teachers, students and parents, all contribute into these changes materializing educational envisions. We strongly questioned ourselves how these innovative educational approaches can influence and reform an urban and a rural school respectively. We selected an urban, Model Experimental School and a typical rural High School in Greek countryside. We applied almost the same innovative approaches to both schools inquiring gradually the out coming changes. In the case of the urban school new education methods were necessary to be applied in order to raise students’ interest, entangle them into educational practices that are not so font of and reduce school abandoning. On the other hand applying almost the same practices to an Experimental School has to do with its fundamentals and basic principles. Students attending a Model Experimental School were chosen after exams and are in general willing to take part into educational programs, excellence groups, experimental workshops, exchange mobilities and other innovative projects. Although, we founded that the rural school reformed rapidly into a highly developing school, achieving gradually some of its pronounced educational goals. Teachers’ and administration’s vision began by encouraging teachers to participate into educational meetings, conferences and developing courses. Additionally, groups of students were organized to prepare several projects according to their interests. We can mention the Astronomy group, the Environmental group and the Drama group. Accordingly, we invested on extroversion and presentation of projects. Astronomical and Environmental events and Drama performances were some activities that joined the rural school with the local society, parents and communities. Furthermore, students revealed a remarkable interest about sciences and culture. On the other hand at the Model Experimental School, all these activities regarded as standard activities, sometimes as obligations. Of course also this school had some remarkable educational programs, interesting experimental workshops and extroversion to the local community. What differentiates the Experimental School is its excellence groups, were teachers and students are approaching non typical subjects of Science, Art and Culture. These groups seem to be the comparative advantage of the urban school leading to extra-curriculum knowledge. In any case the urban school seems to develop and reform itself, but not as fast and crucial as the rural school.
... In the context of DI, one additional concept is known to be essential for the success of a disruption and the failure of the incumbent: the BM (Huesig, 2012;Christensen et al., 2015). Notwithstanding that the BM aspect has previously been addressed by Christensen et al. (2004), research, e.g., by Johnson et al. (2008) und Markides (2006), among others, has focused more on the business model innovation (BMI) aspect, i.e., how to change or innovate a consisting BM, in connection with disruptive change. There are various definitions of BMs in the literature. ...
... Established companies will not succeed with DI unless they understand how the potentially disruptive opportunity correlates to their current BM and how to handle it accordingly (Christensen et al., 2015;Johnson et al., 2008). The resource-processes-values framework provides a deeper understanding of the DI theory (Christensen and Raynor, 2003). ...
... From a research standpoint about dynamic capabilities of startups (Thiele and Fellnhofer, 2015;Chin et al., 2016;Datta et al., 2018;Caseiro and Coelho, 2019;Dong, 2019;Feng et al., 2019;Ma et al., 2020;Polo García-Ochoa et al., 2020;Steiber and Alänge, 2020;Guo et al., 2021;Teixeira et al., 2021), internal and external forces affect business in general (Cavalcante et al., 2011;Chesbrough, 2010;de Reuver et al., 2009;Johnson et al., 2008;Pucihar et al., 2019;Rub et al., 2017;Saebi, 2015;Seo and Lee, 2019;Teece, 2007;Thiele and Fellnhofer, 2015;Van Den Heuvel et al., 2020), and considering the differences in capabilities from startups to handle environmental changes, our framework combines dynamic capabilities of startups within their effects on tangible and intangible resources exchange to overcome challenges imposed from internal and external forces. ...
... Chesbrough (2010);Johnson et al. (2008);Pucihar et al. (2019);Rub et al. (2017);and Van Den Heuvel et al. (2020) Market forces (volatile environments; intense market competition; shifting base of competition; and fend of low-end disruptors): the market has a large driving effect on business model innovation for small-and medium-sized enterprises in price of products, volatile environments that can be challenging for firms to detect and anticipate the latest market trends, as factors like customer needs and technological advancement that continuously change in unforeseeable ways Regulation or legislative forces: it can put certain requirements on the product and operations of a firmde Reuver et al. (2009); Johnson et al. (2008); Pucihar et al. (2019); and Saebi (2015) ...
Purpose
The purpose of this study is to analyze the systematic relationships among dynamic capabilities in startups’ survival.
Design/methodology/approach
This study is based on a systematic literature review on dynamic capabilities related to startups’ survival, following the content analysis approach.
Findings
This study presents four different perspectives of analysis about dynamic capabilities from resources exchange and business factors that meet needs of startups' survival. It also points out new area for future research in this field. In doing so, this study differentiates itself by its approach not limiting dynamic capabilities research and enriching entrepreneurs' capability theory.
Practical implications
By indicating an evolution of dynamic capabilities theory among tangible and intangible resources exchange in a more favorable adaptation to startups growth, this study boosters and contributes to the society, economy in general and to the science of business management in various perspectives such as overcoming cognitive barriers, entrepreneur’s commitment, innovation capabilities and knowledge capacity of startups.
Originality/value
This study amplifies dynamic capabilities vision in startups’ survival as one of the main sources for growth in this type of organizations. It also develops a deeper understanding about new avenues for dynamic capabilities theory among tangible and intangible resources exchange.
... Many definitions of the business model (BM) exist (Baden-Fuller and Morgan, 2010;Demil et al., 2015;Morris et al., 2005;Shafer et al., 2005;Zott et al., 2011). One stream of research is focused on enterprises producing profits and creating values for customers (Johnson et al., 2008;Magretta, 2002). BM is a scheme answering to customer needs, determining customer value within the corporate strategies and providing value with appropriate cost (Drucker, 1994). ...
... Analysing BM, three key aspects (Andreini and Bettinelli, 2017) emerged: i) the BM is useful for boundary-spanning research (Zott and Amit, 2007); ii) the BM is used to describe how enterprises make their business dynamic (Zott et al. 2011); iii) the BM represents a tool aimed at the creation, capture and delivery of value (Amit and Zott 2001;Baden-Fuller and Morgan, 2010;Bagnoli et al., 2021;Chesbrough, 2007;Johnson et al. 2008;Teece 2010). Identifying the BM's relevance, the most important definitions seem highlighted by Coombes and Nicholson (2013) (Table I). ...
The paper presents a systematic literature review (SLR) on the connection between business models and the adoption of the circular economy and the green economy towards sustainability. A classification is offered through which it is possible to understand the environmental, economic and social advantages that these components would be able to bring to the enterprise. We used the Scopus, Web of Science, PubMed and Google Scholar databases as the main source to collect papers. Initially, 387 papers were collected. Subsequently, we proceeded to review the contributions and, once the selection criteria were outlined, we analyzed and classified 84 publications as priorities. The SLR is performed through a bibliometric analysis using VOSviewer software. Finally, we elaborated the state of the art of this research topic for the future agenda.
... Full-service carriers with complex service bundles Christensen and Bower (1996) Johnson et al. (2008) and Christensen and Raynor (2003), suggest that disruptive innovations are best leveraged by combining them with business model innovation. An effective way for challengers to disrupt the leader and create market discontinuities, is to change the rules of the game by introducing business model innovation (Johnson et al., 2008;Markides, 2008 Low-cost carrier without frills "[Disruptive innovation] usually offers a lower performance in the beginning, this type of innovation has lower cost to consumers, making it attractive for less demanding markets and a source of competitiveness for the innovators (Christensen and Bower, 1996). ...
... Full-service carriers with complex service bundles Christensen and Bower (1996) Johnson et al. (2008) and Christensen and Raynor (2003), suggest that disruptive innovations are best leveraged by combining them with business model innovation. An effective way for challengers to disrupt the leader and create market discontinuities, is to change the rules of the game by introducing business model innovation (Johnson et al., 2008;Markides, 2008 Low-cost carrier without frills "[Disruptive innovation] usually offers a lower performance in the beginning, this type of innovation has lower cost to consumers, making it attractive for less demanding markets and a source of competitiveness for the innovators (Christensen and Bower, 1996). In addition to innovation in products and services, should be given attention to innovation in the business model because companies must revolutionize how to design their business to better compete." ...
The current scholarly debates highlight the role of business models for understanding the dynamics inherent to disruptive innovations. Additionally, research on business models argues for similarities between business models, as they are shared by multiple competitors and across industries. Despite the recent advancements in both debate streams, a consolidation of the research on the underlying similarities of disruptive business models is lacking. Such a consolidation would allow learning from previous waves of disruption, ultimately informing theory and practice to cope with the increasing pace and impact of disruptive innovations. Consequently, this study systematically identifies 122 disruptive business models that have been discussed in the literature during 2006–2019. Based on qualitative content analysis, we then develop a classification framework and propose five archetypes of disruptive business models: (1) matchmakers, (2) standardizers, (3) service providers, (4) open collaborators, and (5) performance reducers. We make a twofold contribution to the discussions around the hitherto tentatively specified business models underlying disruptive innovations, thus emphasizing the contingency of the phenomenon. First, we discuss how the identified archetypes are inducing disruptive dynamics. Second, we elaborate on how the archetypes are constituting paths towards disruption.
... 136) and used interchangeably with intrapreneurship. Organisations including India First Life Insurance (Ghura and Abhishek 2021), Apple (Johnson, Christensen, and Kagermann 2008), Google (Altringer 2013) and SAP (Erkut 2016) focus on utilizing the strategy of motivating their employees to spend time for new projects with the target of identifying new sources of innovation. The outcome of utilizing this strategy resulted in product innovations which shaped markets (Erkut 2016;Johnson, Christensen, and Kagermann 2008;Zahra, Neubaum, and Hayton 2016). ...
... Organisations including India First Life Insurance (Ghura and Abhishek 2021), Apple (Johnson, Christensen, and Kagermann 2008), Google (Altringer 2013) and SAP (Erkut 2016) focus on utilizing the strategy of motivating their employees to spend time for new projects with the target of identifying new sources of innovation. The outcome of utilizing this strategy resulted in product innovations which shaped markets (Erkut 2016;Johnson, Christensen, and Kagermann 2008;Zahra, Neubaum, and Hayton 2016). ...
This paper explores how firms engage in corporate entrepreneurship through programmes, and what kind of outcomes they achieve in terms of innovations. Insights are drawn from four cases of organisations that engaged in corporate entrepreneurial activities. The paper identifies two dimensions of corporate entrepreneurship programmes as idea themes, indicating whether programmes are designed with specific themes in mind, and idea ownership, indicating whether there is a dedicated team to focus on new ideas, or not. These dimensions are under the direct control of management. Based on these two dimensions, four models of corporate entrepreneurial activities are presented linking each of these models to one of the four cases of product innovations (product line extensions, product improvements, new products, start-up businesses). By drawing on the insights of the effectuation and causation logics, the paper provides a fresh perspective of corporate entrepreneurship programmes in an emerging, non-Western cultural setup and the product innovation context. This is primarily done by introducing a 2 × 2 matrix regarding corporate entrepreneurship idea themes and idea ownership in an emerging context.
... Magretta [54] observed and commented that the business model represents a new form of narrative in management theory, as business models are the fundamental stories that explain how businesses work. Business models enunciate how the value proposition, the value creation infrastructure, and value capture will be fulfilled [52,[55][56][57][58]. The business model canvas, through visualization, allows its users to align profit with purposes such as environmental and societal aspects [52,59]; however, the environmental and societal value is hidden behind the economic oriented canvas [59] even though some of its limitations are the practical aspects of integrating environmental and social purposes. ...
... The result of the initial search was fifty-six (56) articles and all the abstracts were read and checked for the key words of sustainability, business models and circular economy. After the exercise was completed, there were three (3) articles remaining that fulfilled the criteria and research protocol established at the beginning of the process. ...
The authors endeavor to investigate the intersection and relationship between sustainability, business models and a circular economy. These three concepts are believed to be at the heart of finding a solution to creating and implementing a circular economy. The three pillars of sustainability (society, environment and economics) have been identified as the golden thread when applied to developing circular economies and the business models used in these circular economies. These three pillars highlighted the areas of intersection and engagement between the circular economy and business models. The three pillars, or stakeholders, need to be considered equally and, where there is sacrifice and benefits, they need to be balanced. A scoping review was chosen, as the starting point, to ascertain the literature in the field. The results of the scoping review showed a lack of research conducted at the point of intersection between these three fields. Finding a solution by creating and implementing a circular economy will have positive effects on the economy, environment and society, as there is, proverbially, “not much time left” and everyone in the process will sacrifice and benefit. The research has highlighted the need to explore the intersection and relationship between sustainability, business models and the circular economy as a concept, and future research should develop frameworks to guide the development and implementation of this intersection to include all relevant stakeholders.
... Significantly changing a business model is difficult and risky. Attempting such a change could lead to a disruption of the business model (Johnson, Christensen, & Kagermann, 2008) and eventual failure of the organisation. In an organisation that has a good business model, all of the components interlock and complement each other. ...
MOOCs are different from formal educational courses in the sense that participants may have diverse goals and expect a variety of different learning outcomes that can be defined by the participants themselves rather than by the course instructors. As a result, the focus of this dissertation in learner-centered outcomes and in their antecedes.
The aim of this dissertation was to answer the central research question: How to evaluate learner-centered outcomes and their antecedents in open online education? To address this question, two learner-centered outcomes, namely, learner satisfaction and learner intention-fulfillments were identified as alternative course outcome measures.
To guide the research project, five studies were conducted. These five studies defined the theoretical problem and empirically revealed some of the answers using several learning analytics techniques.
... 2012), entry of new competitors, changing market requirements over the time, unfilled customer needs (M. W.Johnson & Christensen, 2010), environmental dynamics and changes are reasons why existing and even successful business models have to be enhanced and refined (S.Schneider & Spieth, 2013) to meet the new requirements(Chesbrough, 2007(Chesbrough, , 2010Lindgardt, Reeves, Stalk Jr., & Deimler, 2015). Scholars have largely confirmed that business model innovation (BMI) is one of the key sources of competitive advantage (Baden-Pohle and Chapman (2006), BMI is a promising reaction for firms about changes in sources of value creation in times of high environmental volatility. ...
The desire of the population for environmentally friendly mobility without burdening social fairness and human rights is constantly increasing and the achievements and conveniences in mobility that have been reached so far are to be safeguarded. A solution for this can be electromobility along with new business models to support it. The question is: what kind of business model is able to fully develop the potential of electromobility?The aim of the thesis is to contribute to the literature on sustainable business models through the lens of the fast-growing market of electromobility. For this purpose, the concept of electromobility is analyzed and defined in a comprehensive manner. Also, the key elements of electromobility are revealed, underlining the basic principles of value proposition for customers.Electromobility is based on new technologies. However, it is shown that technology alone is not sufficient and the business model is an essential vector of innovation. Conventional and sustainable business models are discussed. The latter have a special significance for electromobility, as they already consider the environmental and social aspects of business alongside the economic one.A new framework in order to analyze and/or to design sustainable business models for electromobility is proposed. It allows to better support the specific key values of electromobility. The framework of sustainable business models for electromobility (SBMEM) has to be based on close cooperation between producers, suppliers, and providers. An ecosystem has to be formed in which the individual value chains of the involved companies in electromobility are interlinked; they contribute all together to the value proposition and the value creation and delivery. In the framework, the environmental, social and economic dimensions are transversal to the basic elements “value proposition”, “value creation and delivery” and “value capture”, considered on the basis of a comprehensive ecosystem.The framework of SBMEM is then used to analyze different existing business models of electromobility. It is shown that the latter are not sufficient for the success of electromobility because they take too little or no account of all of the environmental, social and economic aspects of the innovation.The theoretical framework developed in this study contributes to the architecture of electromobility business model and aims to broaden the understanding of the role and applicability of business models in sustainability-oriented innovations and services. This framework is intended to enable the design of new sustainable business models for electromobility or to review existing business models and draw conclusions on which measures will make them more sustainable.This new framework enables companies to find a compromise between the different dimensions of the approach. In doing so, they can satisfy the growing needs of the population regarding mobility, the preservation of environment and social fairness while achieving their business objectives.The proposed SBMEM framework was discussed based on five case studies. It reveals to be a valuable tool both to analyze existing business models and to structure business models for future businesses.
... Business model development may be part of new venture planning, but is often just as useful in sense making around a going concern, or when new opportunities and threats indicate a need for reinvention. (Johnson, Mark W., Clayton M. Christensen, and Henning Kagermann, 2008). ...
Purpose: The aim of this Article is related to the impact that digital performance exerts on development of countries in transition. The data for this article were extracted from a wider survey conducted in the Republic of Kosovo. Methodology: A large number of factors were analyzed in this paper, with a view of presenting the whole impact of digital performance and importance of business development in continuity. This survey includes businesses and employees. A special focus was made on management of digital transformation, value chains and a strategic aspect which result to be among major factors influencing the business performance The paper includes a methodology of research, research questions and hypotheses, survey data report divided into two sections (viewpoint of company and employees), and a final chapter of the paper relates to the presentation of conclusions and recommendations of the study Findings: Results of this paper show that there is a positive correlation between digital performance and business growth, however a special impact is made by human resources in establishing and implementing functional strategies, based on market demands and technological development trends. Practical implications: The digital transformation is a MUST for all business types. The Covid 19 situation approve the importance of business digitalization and benefits of this investment. Originality: The study is conducted with primary and secondary data and all the empirical analysis are original based on the authors' calculations through econometric models.
... The business model concept helps to answer questions such as: "who are the customers?"; "how is value created or captured for customers when they engage with the firm?"; and "how to generate revenue from that value?" (Johnson, Christensen, & Kagerman, 2008;Magretta, 2002). ...
This conceptual paper explores the benefits of applying the Yin Yang balancing approach in contemporary strategy research. Echoing concerns that management research is not internationalizing successfully in terms of integrating new approaches and theories (Barkema, Chen, George, Luo, & Tsui, 2015), we depart from the assumption that strategy research could benefit from infusion of new, non-Western concepts and approaches. In particular, we acknowledge that Asian research has the potential to make a significant contribution to the global strategic management discourse (Dameron & Torset, 2014; Smith & Lewis, 2011). Considering that the Chinese philosophical tradition provides a unique perspective for integration of paradoxical propensities, we explore how the indigenous Chinese Yin Yang balancing approach could be infused into the strategy research from the perspective of paradox theories (De La Robertie, 1989; Li, 2016). We suggest that the Chinese Yin Yang balancing approach could enhance global strategy research by shedding additional light on organizational paradoxes and offering new ways to manage them.
Ivana Beveridge, Robin Vallat, & Catherine De La Robertie. Rejuvenating Strategy Research: A Yin Yang Balancing Perspective. China Media Research, 14(4): 67-74
... To assess the business potential of the centre, an economic evaluation was completed, incorporating the gross margin analysis and sensitivity of the gross margin analysis. The use of gross margin analysis in assessing business models has been reported in earlier studies [21,22]. The following formula was used to calculate gross margin: gross margin = total revenuetotal variable cost. ...
Background:
Despite the high burden of childhood disability in low-and middle-income countries (LMICs), the opportunity for early intervention and rehabilitation is very limited. Studies have found that community-based rehabilitation service is effective for children with cerebral palsy (CP); however, such services are not readily available in LMICs, and services run by non-profit organisations on external funding are often not sustainable. In this study, we report the lesson learnt in establishing a social business model of early intervention and rehabilitation services for children with CP and adults with disabilities in a rural subdistrict of Bangladesh.
Methods:
Case study of a rural early intervention and rehabilitation centre (i.e., the model centre) implemented between May 2018 and September 2019. An economic evaluation incorporating gross margin analysis along with descriptive statistics was performed to assess the social business potentials of the model centre.
Results:
The establishment of this model centre cost ~5955 USD with an average monthly running cost of ~994 USD. During the 17 months study period, 7038 therapy sessions (average eight sessions per patient) were offered to 862 patients with musculoskeletal and neurological disorders. The most common clinical presentations were low back pain (35.6%; n = 307). Six percent (n = 52) of the attendees were children with CP (mean (SD) age 6.3 (4.0) years; 35.7% (n = 19) were female), who received 1392 sessions, on average 27 sessions per child. The centre reached the break-even point at the 13th month and remained profitable for the next 4 months of the study period. An average session fee of 2.2 USD resulted in a gross margin of -1458 USD and 1940 USD in 2018 and 2019, respectively. Revenue to cost ratios for the 2 years were 0.27:1 and 0.51:1 while average rates of return were -41.4% and 10.1%, respectively. Sensitivity analysis revealed that session numbers including 5000, 6000, 7000, 8000, 9000, and 10,000 were required to break even at the session fees of 3.0, 2.50, 2.0, 2.0, 1.5, and 1.5 USD, respectively.
Conclusion:
Our social business model of an early intervention and rehabilitation service provides evidence of enhancing access to services for children with CP as well as adults with disabilities while ensuring the sustainability of the services in rural Bangladesh.
... lizes sales and distribution outlets, as opposed to franchising or licensing); and governance choices, (e.g. the structure of governance including contractual or tacit promissory relational arrangements that confer decision rights, control, and commitment over policies or resource sharing as well as the condition of information and knowledge flow).Johnson, Christensen, and Kagermann (2008) argue that business models consist of four key elements: a customer value proposition, a profit formula, key resources, and key processes, which in turn include how both actors and activities should be governed and maintained. ...
This chapter will provide a general conceptual overview of a sustainability-driven business modeling (SBM) strategy from a "storytelling science" perspective. Storytelling science uses C.S. Peirce's abduction-induction-deduction (AID) approach in a self-correcting series of cycles in order to get closer to what is true for the ecology as a whole, and what regimes of truth can be deconstructed for particular stakeholders (business, government, living systems of nature (ecosystems), and so on. In doing so, we discuss SBM in relation to various truth regimes, aiming to develop new approaches to multiple dimensions of sustainability modeling. Our purpose is to demonstrate how storytelling science can be helpful in exploring differences between sustainability strategies and their connections to some other aspect of business modelling, so that the SBM approach can be better understood, implemented and communicated. We examine several examples to illuminate multiple dimensions of SBM strategies that stand to benefit from the use of storytelling science. We organize our conceptual understanding into three sections: (i) SBM and storytelling in socially responsible capitalism that focuses on what is socially and ecologically sustainable, rather than only what is profitable to particular stakeholders; (ii) methodological and philosophical perspectives; and (iii) drivers, enablers, and barriers in the implementation of an SBM strategy. A general "storytelling science" blueprint of SBM strategy deployment is also included. The benefits of ecologically and socially-sustainability-driven models is they can utilize the storytelling method of AID cycles to find ways of business that do not exceed planetary carrying capacities. In conclusion, we describe potential ways of implementing storytelling science, which can be useful for studies in strategy, entrepreneurship, marketing, management, international business, and a global value chain that focuses on sustainability.
... e value proposition dimension might be enhanced with three components: competitors, key business components, and structure [24]. For an easier understanding of how the BM fulfilled a potent value proposition profitably, the business model framework was defined [25]. e authors defined their framework by placing components in four groups: Customer Value Proposition, Profit Formula, Key Resources, and Key Processes. ...
As the only constant in business is change, business transformation is essential for adopting new perspectives and business trends. One of the keys to performing successful business transformation is to be fully aware of the current components of the business model. This research aims to allocate the business model components (BMCs) to defined business model components groups (BMCGs) by developing a new approach that integrates fuzzy sets and heuristic algorithms. The allocation results enable a comprehensive analysis of business model frameworks and give a good connection to research in the domain of strategic management and business process modeling. For allocation, the decision-makers (DMs) are employing the linguistic terms modeled by the fuzzy sets theory. The considered problem is stated as an integer programming model where the optimal solution is given by a B&B algorithm. The model is tested on a sample of forty experts from four different economic sectors.
... In the present case, it is used to identify the elements of a BM to which BM-LCA provides input. The framework is a synthesis of the work of Osterwalder (2004), Osterwalder and Pigneur (2010), Johnson et al. (2008), Johnson and Lafley (2010) and Sommer (2012). ...
Business model (BM) innovation for sustainability is hampered by a lack of tools for environmental assessment and guidance at the BM level. Conventional life cycle assessment (LCA) neglects the economic and socio‐technical mechanisms within a BM, and tools based on the BM canvas (BMC) cannot provide recommendations substantiated by environmental data. Here, a new method, BM‐LCA, is applied to a case comparing the selling and renting of jackets, using profit as basis of comparison. Results identify how business parameters influence environmental performance, permitting analysis for decoupling within a business practice. This is made possible by the unique way the method links physical life cycle and the monetary flows of a BM. Usefulness of BM‐LCA is discussed relative to BM innovation, business strategy and similar tools. BM‐LCA provides insights into a broad range of BM elements and emerges as useful for business strategy. By measuring BM environmental performance, it helps determine what BM to compete with and support critical analysis of business against greenwashing. BM‐LCA also enables identification of BM elements in greatest need of environmental innovation. BM‐LCA appears as a promising tool for guiding business companies towards sustainability, filling a space between LCA and BMC. The method offers a practical way for business and LCA experts to merge their respective knowledge.
... Targeting affluent women was a natural consequence, more so when combined with their intent to provide specialized and advanced care. Management writings on business models omit funding sources (Johnson et al., 2008). As these two hospital examples show, the type of funder drives the kinds of strategic choices an organization makes. ...
... Through a lens of BoP business models, the first component defines the venture (SSE's) product and/or service offering, through which it addresses community needs (London et al., 2010). The second value delivery component refers to how that value is realised and may depend on a wider value network (Johnson et al., 2008) or ecosystem. The third component concerns the financial equation between value proposition and value delivery. ...
This article examines how small social enterprises (SSEs) in East Africa build business models for base of the pyramid (BoP) markets, through engaging symbiotic ecosystems. Through in-depth qualitative research, a three-stage process is identified. First, SSEs learn and become sensitised to the manifold challenges of building business models for BoP markets. Second, SSEs identify and connect with key BoP actors, weaving them together to create a symbiotic ecosystem and to overcome the aforementioned challenges. Third, SSEs harness this symbiotic ecosystem to deliver community-centred business models for the BoP. This research contributes to social entrepreneurship, small business, and BoP literatures, by shedding light on the challenges faced by SSEs working in the BoP, and through novel elaboration of how SSEs develop and interact with symbiotic ecosystems to surmount these challenges. It also provides important practical insights, for social entrepreneurs and social enterprise managers in Africa and elsewhere.
... Readiness of a business model for open innovation was adopted from Huang et al. (2013), Sisodiya et al. (2013), Johnson et al. (2008), Moore (2004), Parida et al. (2012), and Hung and Chou (2013). The construct finally contains only two items for the purpose of this study, namely firms' readiness to re-design customers value propositions and firms' readiness to redesign business processes, as exemplified in Table 2. Table 2 shows descriptive statistics, measurement model and convergence validity with factor loadings. ...
Studies on institutional support for the internationalisation of firms from transitional economies are inconclusive. This research contributes to the studies of institutional support in cases of firms with complementary innovation-internationalisation strategies. Mixed method research is used to support quantitative structural modelling. It uses qualitative interview data in combination with quantitative data gathered by a survey questionnaire on a sample of 88 telecommunications firms from the Croatia economy the year after it joined the European Union (2014). SmartPLS model is used to analyse data obtained through a questionnaire survey. The results show that institutions can assist firms in recombining their processes when they offer concrete product development support and, to a lesser extent, marketing support. The recombination of firms' processes, i.e. its ability to openly innovate, leads to significantly better globalised-localised (glocal) financial and marketing performance, which results are robust. The results are inconclusive in the case of glocal growth performance. The structural model assessed the effect of readiness for open innovation on glocal growth as positive and insignificant, while the robustness check found it to be positive and significant. Implications for Central European audience: The value of this study is twofold. Firstly, it provides support and direction according to which institutional support could be directed to strengthen the internationalisation effort of the incumbent industry from transitional Central European economy that has transformed from the socialist to a market economy and undergone a process of joining the European Union. Secondly, it shows managers weak spots in institutional support and enables them to mitigate them quicker by finding similar support either outside of the firm on international markets or by employing highly qualified individuals.
... Another study suggests that one of important components of business models are the choices made by management in the way how the organization operates, such as compensation practices, procurement contracts, location of facilities or assets employed (Casadesus-Masanell & Ricart, 2010). Next view is based on the belief that there is no need to establish new business model unless it is not only new to the company, but in some way game-changing to the industry or market itself (Johnson et al., 2008). Additionally, there is a study which claims that business model innovation requires to include modifications in the questions of who, what, when, why, where or how much it is involved in the process of delivery of products and services to customers (Donald & Coles, 2003). ...
According to the modified models of the marketing mix, countries and regions are also products. They can be attractive for life, study, business, employment and tourism. One of the benchmarks is creative potential. Creativity is difficult to measure and subjective feature. It does not exist only in the psychological context, but also in the business (innovation ability) and regional (concept of creative economy). Measuring the creative potential of countries and regions is based on the Florida 3T Index (Technology, Talent, Tolerance). This index has many modifications for European, national and regional conditions. The aim of the paper is to create a national (Slovak) creative index and modify the regional index (PSK) using competitive benchmarking. These indices are composed of 6 sub-indices (Openness and Diversity, Human Capital, Cultural Environment, Technologies, Institutional Environment, Creative Outputs), 36 indicators (SCI) and 38 indicators (PCI). The following methods are used in the paper: analysis, synthesis, induction, deduction, comparative method, desk research, mathematical-statistical methods. The contribution of the paper lies mainly in the new use of competitive benchmarking, which is traditionally used when comparing products, services, processes, in a spatial (regional) context. Benchmarking the creative potential of countries and regions has many advantages, e.g. municipalities and regional development organizations can see the structure of weaknesses and their quantitative expression, not just the final result. Then they can implement preventive and corrective activities.
... Besides legal challenges, corporations might need to revise their business model to address repercussions for internal systems, processes, and capabilities. 8 Smallscale experimentation enables corporations to test new propositions and discover the implications of circular business model innovations. 9 For example, Philips's lighting division, Signify, partnered with Thomas Rau of RAU Architects to launch multiple pilots for selling "light as a service" to companies. ...
Article published in Stanford Social innovation Review:
Corporations can achieve greater environmental and financial performance by developing circular business models that apply the right practical strategies. To transition to the circular economy, corporations need to adopt a more holistic approach that includes the four circular business model strategies of narrowing, slowing, closing, and regenerating resource loops. To guide corporations in the adoption of a circular business model, we identify the managerial implications and best practices for each strategy.
... Besides legal challenges, corporations might need to revise their business model to address repercussions for internal systems, processes, and capabilities. 8 Smallscale experimentation enables corporations to test new propositions and discover the implications of circular business model innovations. 9 For example, Philips's lighting division, Signify, partnered with Thomas Rau of RAU Architects to launch multiple pilots for selling "light as a service" to companies. ...
Circular thinking is a great potential for business development. How can companies implement circular business models? Examples of diverse models show how they can promote sufficiency to customers.
... Another study suggests that one of important components of business models are the choices made by management in the way how the organization operates, such as compensation practices, procurement contracts, location of facilities or assets employed (Casadesus-Masanell & Ricart, 2010). Next view is based on the belief that there is no need to establish new business model unless it is not only new to the company, but in some way game-changing to the industry or market itself (Johnson et al., 2008). Additionally, there is a study which claims that business model innovation requires to include modifications in the questions of who, what, when, why, where or how much it is involved in the process of delivery of products and services to customers (Donald & Coles, 2003). ...
Creative potential of region is very important for its attractivity – e.g. for living, study, business, employement and tourism. Prešov region (regional level NUTS3) is composed of 13 districts (regional level LAU1), which have different roles in creative regional development (preference of technological innovations and start-ups or focusing on art, culture and history). Aim of this work is to suggest integrated model of management of creative cluster in Prešov region. Integrated management is composed of basic managerial functions (planning, organization, leadership and control) on regional and company level. These levels are connected and in this model is used systematic and project approach. Authors use these methods: analysis, synthesis, induction, deduction, comparative, abstraction and mathematical- startitical methods – e. g. indices. Benefits of this work can use potential cluster stakeholders (e. g. creative companies, public administration, universities, art, environmental and tourism organizations, regional development organizations).
... Huang et al. (2013),Johnson et al. (2008),Moore (2004),Parida et al. (2013),Sisodiya et al. (2013),Hung and Chou (2013) Inbound/coupled/outbound open innovation, the extent to which external sources were used in a product, service or process developmentChesbrough (2003),Chesbrough and Crowther (2006), Lind et al. (2012), Hung and Chou (2013), Sisodiya et al. (2013), Parida et al. (2013) and Huang et al. (2013) Organisational innovation culture The extent to which firms use formal methods of cooperation in product, service or process development: strategic alliances, licencing, patents, joint project teams, formal progress reports, trade secrets, seminars, information technology, explicit management control system, top-down or bottom-up communication processes, exchange of employees between project teams, flatter organisational structure De Luca and Atuahene-Gima (2007), Zahra et al. (2000), Lichtenhaler (2010), Terziovski (2010)Internationalisation levelThe share of exports in total sales, the share of income from foreign subsidiaries, the share of income from foreign strategic alliances, the share of foreign added value in total added value, the share of licences sold to foreign firms, the number of new export marketsJaworski and Kohli (1993),Doz et al. (2001),Frishammar and Andersson (2009),Parida et al. (2013),Lasagni (2012),Christensen (2006),Ramsey et al. (2012), Ietto-Gillies and ...
This paper fills in the gap in innovation–internationalisation research based on differences between low and high internationalised firms. It examines how open innovation model serves as a mediator, transforming innovation culture into inbound, coupled and outbound open innovation. A cross-sectional research was used, and data were collected in 2014 on a sample of 82 telecommunication sector, obtaining a response rate of 26% of total telecommunication firms in the Republic of Croatia. The study differentiates between four elements of innovation culture: preparatory teamwork, knowledge sharing, intellectual property rights and established teamwork through formal communication processes. Results confirmed significance of (1) all innovation culture elements on open innovation model, especially in low internationalised firms, and (2) open innovation on inbound and coupled open innovation. Furthermore, open innovation model mediates the relationship between (a) preparatory teamwork and IPR on one side and inbound open innovation on the other side and (b) both preparatory and established teamwork on one side and coupled open innovation on the other side. In terms of different internationalisation levels, the study confirms the importance of (3) intellectual property rights for all open innovation types of highly internationalised firms and only for coupled open innovation of low internationalised firms and (4) established teamwork of both coupled innovation of low and high internationalised firms.
... Chesbrough H. [65] 1632 Johnson M.W., Christensen C.M., Kagermann H. [71] 1179 Chesbrough H. [72] 689 Yunus M., Moingeon B., Lehmann-Ortega L. [73] 597 Foss N.J., Saebi T. [42] 576 Sosna M., Trevinyo-Rodríguez R.N., Velamuri S.R. [50] 507 ...
This research aims to understand how sustainable business model innovation (SBMI) can learn from business model innovation. For this, first, we conducted a bibliometric analysis to evaluate the relationships between business model innovation and SBMI literature. After this, we performed a systematic literature review to create a comprehensive framework for managing SBMI. The bibliometric analysis showed that the SBMI stream grew quickly and significantly in recent years, evolving into a separated new research stream, which does not leverage recent business model innovation advancements. Through the performed analyses, we were able to discuss critical gaps in the SBMI literature and shed light on possible pathways to solve these gaps through lessons learned from business model innovation. We depicted five critical gaps for managing SBMI; (1) the need to understand the sustainable business model as a wicked problem, in which SBMI leads to “better than before” solutions calling for systematic SBMI, (2) the poor definition of distinctive dimensions of dynamic capabilities for SBMI, (3) the lack of studies exploring the role of open innovation for improving the SBMI process, (4) the lack of tools supporting SBMI implementation and (5) the need to explore game-changing, competitive advantages of SBMI. The findings of this study contribute to guiding future research on SBMI, which can be a basis for further efforts towards sustainable development.
This chapter highlights the results of a transversal study on the influences of managers' decisions on sustainable business models. The objectives of this chapter are presentation of business models and sustainable business models and a study on the influences of managers' decisions on the use of sustainable business models. Based on the internal and international literature, the authors present the concepts of business models and sustainable business models as well as their typology. The types of sustainable business models are presented. The case study is focused on presenting the influences of managerial decisions on the sustainable business models of SMEs. Thus, through the authors' contribution, a new theoretical and empirical framework is created, which facilitates the identification of new ideas, themes, and debates of other aspects encountered in business and sustainable business models.
In this paper, we empirically investigate how staggered boards, a prevailing governance structure of high-tech firms, influence firms’ product innovations in the United States. We explore a quasi-natural experiment of a legislation change in Massachusetts that forced the adoption of staggered boards in 1990 for the causal effect of staggered boards. We find that, when compared with firms in other states, Massachusetts-incorporated firms without staggered boards before 1990 perform better with respect to product innovations once they adopt staggered boards after 1990. The positive effect of staggered boards on product innovations is stronger for firms with higher takeover vulnerability, with higher institutional ownership, and in industries with higher advertising expenditures. Such a positive effect is consistent with staggered boards’ long-term orientation and is further confirmed by treated firms’ better product quality after 1990.
- Offers comprehensive knowledge about the transformations through Blockchain technology in all major sections of society.
- Serves as a knowledge-sharing platform of ideas focusing on future directions of models, architectures, frameworks, policies related to Blockchain.
- Focuses on how Blockchain technology can work in an integrated manner with other existing technologies.
The aim of this study is to examine the impact of actor engagement, defined as an actor’s voluntary contribution of resources that go beyond the actual transaction/exchange, on the business model concept in the context of the digital media industry. Based on a literature review, the authors develop propositions about the influence of actor engagement on three elements of a company’s business model: value proposition, creation, and capture. The engagement of actors makes it possible for companies to gain access to certain resources, which fosters the development of new or the improvement of existing offerings, resources, activities, revenue models, etc. In a qualitative case study, the authors examine the business model of Blizzard Entertainment, Inc., a global developer of video game content, with a focus on the online video game service World of Warcraft. The results show that actor engagement led to several modifications in the company’s business model, affecting the three business model elements, and is thus considered a relevant driver of changes in a video game developer’s business model. This study contributes to the literature as it clarifies the meaning and relevance of actor engagement in media management. In addition, it offers practical insights into actor engagement and its business consequences.
Family firms are the prevalent form of entrepreneurial organizations worldwide. While even long-lasting and successful family firms are said to invest less in innovation, their innovation output varies according to their heterogeneity often matching or even exceeding the output of other incumbent firms. These contradictory results have confused entrepreneurship and innovation researchers alike. Based on an integrative literature review we develop a conceptual framework to explain the role of family firm specific resources for innovation. Our analysis of 48 peer-reviewed empirical articles drawn from a body of 466 published empirical papers shows how our integrative perspective helps to solve these existing contradictions. We argue that higher investments into these family firm specific resources trigger a virtuous circle in family firm innovation.
As a part of digital transformation, high-tech businesses are increasingly using platform ecosystems as a management model. Today ecosystem companies displace traditional corporations from leadership positions, which predetermined the scientifc interest in understanding their key properties and patterns of development. The purpose of the paper is to study the management features that determine the competitive advantages of platform ecosystems. The methodological basis of the study has become a benchmarking that is a traditional economic analysis of the companies’ bond with partners and customers, and the methodological toolkit was benchmarking, a comparative analysis of the successful organizational and management practices of high-tech corporations (which have formed ecosystems around themselves). The analysis of the platform ecosystems activity made it possible to select the management features that distinguish the ecosystem management model from traditional approaches. The research highlights, in particular, such positions as the nature of intercompany coordination, modularity of operations and versatility of relations. The scientifc result of the study is the identifcation of three groups of management decisions that allow platform ecosystems to implement accelerated innovative development and provide them with competitive advantages over traditional business models. These include: relations with customers (the formation of an individually oriented value offer); creation of an innovationoriented organizational structure and corporate culture; leadership in the system (organization of management focused on creativity rather than adherence to standards). The results were verifed by analyzing their application by companies using various management technologies. The conclusion is that the implementation of the mentioned management decisions makes it possible to adapt a high-tech business to the requirements of the digital economy.
The present paper analyses the video game industry as a field, with means considering social, historical and economic variables are important. According to Fligstein and McAdam (2012) consider a field as a social arena formed by actors whose positions are determined by resources (like economic or symbolic resources, for example) and social habillity. According to the authors strategic action fields are a meso level social order, and within the field actors interact with each other, having a shared understanding about the field, it’s purpose and its rules. In this sense we consider the video game market as a strategic action field, and this field is populated by a number of companies, the actor, that have access to various resources, like financial resources to develop and market games, a specific company status, which creates expectations on the consumers about what kind and quality of game the company is developing. Better positioned companies, like Nintendo (that has a history in the market, has financial resources to develop complex games, has a number of intellectual properties that can be used on the games, and is known for developing good family friendly games) are incumbents, while smaller companies with less resourcer are considered challengers. Also according to Fligstein and McAdam (2012) strategic actions fields are stable when incumbent actors can maintain and reproduce their position and advantages from period to period. Considering all this we aim to analyse business models in this industry, as well as how they develop and their impact as part of the strategies of maintaining stability in the field. It is important to consider that the video game industry is now in the process of changing the predominant business model, moving away from a model focused on selling consoles, games in physical media and peripherals, to a business model focused on games as service (GAS). This transition changes not only the design of the game, but also the relationship between game and user. The business model of GAS has been slowly progressing from the use of subscription services and subscription games, dating back in the beginning of the 2000s, to the consolidation of microtransactions as a monetization mechanism and the investment and development in Cloud games. Microtransactions are defined as the purchase of virtual goods within the game, the goods being bought could vary from a couple more moves in Candy Crush Saga to a new character in a PC game. Microtransactions help consolidate GAS as they allow for the game content to be developed and delivered in small batches, but also allows for an expansion on the game’s life cycle.
Cloud games as a strategy is not yet consolidated, but in this service all the processing part of the game is done by the company, the user receives the images. Using this strategy the games are no longer sold, but are part of a subscription service to which the user has access only when he pays.
How do people react to business model innovation (BMI) announcements on social media? Is the analysis of social media reactions to BMI announcements a fruitful method for assessing the potential and pitfalls of BMIs? This research provides a novel perspective by answering these questions using a multi-case study approach. Our results show that social media reactions to BMI announcements can provide first indications of the success or failure of a BMI as well as initial information on how to further adjust the BMI. However, our results also indicate that classical means of assessing the success of innovations (i.e., through assessing the valence of user reactions) are not effective in the context of BMIs.
Ausgerüstet mit den vorgestellten agilen Ansätzen, die sich je nach Ausprägung auch in mehreren Phasen des Innovationsmanagements einsetzen lassen, und mit einem Verständnis der digitalen Revolution, wird im Folgenden eine prozessuale Dreiteilung in die wesentlichen Aufgabenbereiche des agilen Innovationsmanagements mit ihren spezifischen Inhalten aufgezeigt. Die Ausgestaltung eines agilen Innovationsmanagements darf sich nicht nur an idealtypischen Verläufen, empirischen Ergebnissen oder gar Modeerscheinungen orientieren, sondern muss die aktuellen Voraussetzungen im Unternehmen berücksichtigen. Das gilt insbesondere bei der Herausbildung von ambidextrischen Organisations- und Bearbeitungsformen. „That suggests that to develop an organization that’s capable of competing with dual business models (what we call an ‚ambidextrous organization‘), we must first ask and answer the question: ‚What kind of culture, structures, incentives and people do we need to put in place in our organization to promote and encourage ambidextrous behaviors on the part of our employees?‘“
The current work fills in the existing research gap with regard to business modelling approaches applied to the technologically-driven markets. Taking into consideration the highly innovative and evolving nature of the latter ones, this paper combines the most relevant business modelling methods, creating a detailed, dynamic and holistic integrative business modelling approach. The integrative approach is applied on the electric vehicles charging market, where the defined business model archetypes of the core participants of the business ecosystem are described and analysed.
The report is aimed at determining the degree of adaptation of banks and financial intermediaries to function in the conditions of the fourth industrial revolution and related technological changes with them, as well as an indication of the expected directions of development in the field of models business and trends in the evolution of applications of modern technologies
Leveraging the Behavioral Reasoning Theory, in this paper we study the consumer’s perception of the new subscription-based business models designed to give users access to a catalogue of smartphone apps. Specifically, we employ a PLS-SEM approach to study the data gathered on a sample of 294 mobile apps users in Italy. In particular, we have found that Global Motives are the main predictor of the consumers’ behavioral intention and that context specific reasons, albeit differently, provide the linkages between the consumer values and the global motives without a direct effect on behavioral intention, partially confirming Westaby’s theory.
El estudio tomó como muestra 300 micros, pequeñas y medianas empresas (MiPyMEs) de los municipios de Ciudad Victoria, Jaumave y Tula, en Tamaulipas, el objetivo fue analizar y conocer el nivel de infraestructura, el nivel de uso, el nivel de capacitación en TIC, así como los procesos del negocio apoyados y no apoyados por las TIC. La investigación se centró principalmente en analizar la dimensión y las causas de la existencia de la llamada “Brecha Digital”, se evidenció que la razón principal en la intensidad en la utilización de las TIC en las MiPyMEs es en parte la falta de fondos y el acceso a las tecnologías, pero la causa más significativa es la falta de gestión adecuada, de educación y formación en los recursos humanos que se desempeñan en los procesos estratégicos de la empresa. El estudio se basa en Tom Wilicki, quien analizó la brecha digital en el estado de California, EE.UU.
Palabras claves: MiPyMEs, brecha digital, TIC, competitividad.
Research on management strategies has been done before for a decade ago. The study of this business model has its own consensus for the emerging management concept. The relevance of value creation in the organization will form the basis of existing business model literature. The business model in the private sector are very limited, in this model will identify innovation on business model design and effectively to implement the organization's strategy and empirical research in the perspective of the business model as well as the latest alternative that reveals the relationship management strat Egis in the creation of value efekt if good in general as well as the organization sector. But in the academic literature has not been explored the application of the framework of traditional business models in the public sector, or empirical research that connects the concept of business models with management in the public sector. There is a lot of construction of new buildings, substitution services and the sluggishness of the economy caused rental business offices in Makassar decreased. This research is done by using qualitative method by using case study method through interview to internal company and external party. Sampling technique is purposive sampling. The method of analysis used is triangulation of source aspects that become the attention of the nine elements business model then analyzed on the element and discuss the management strategy at company X. The result of this research is the composition of new business model that can be developed by the company.
This research focuses on talents and skills needed for companies' leap towards a higher level of innovativeness and competitiveness in the new digital era. We analyzed data collected through the online survey conducted among 84 companies that operate in Serbia. We did two correlation analyses. The first one observed determinant of innovation and digital transformation among surveyed companies. The results showed that R&D investments and management skills are correlated and significant for all observed digital transformation and innovativeness indicators. The analysis also showed that companies in Serbia are developing more sustaining than disruptive and radical innovations. The second correlation analysis presented the correlation between the indicator of future innovation and digital-driven growth and determinants of current skill gaps, skills in demand and an obstacle for talent development. We confirmed the correlation between the indicator and the skills gap in HR and Marketing business functions, both crucial for knowledge based-development and future business innovation-driven growth. Additionally, we confirmed correlation with analytical skills in demand and explained it through the fact that in the world where data presents new oil, skills that enable the company to transform data into useful business development information are crucial. Our results confirmed that investment in talents is important for future innovation development. We explained the lack of correlation with some skills in demand through the fact that companies in Serbia need more practical skills instead of soft skills for innovation and digital growth.
Studies on business model innovation have generally focused on large corporations to the neglect of small- and medium-sized enterprises. On the way towards BMI, corporate social responsibility plays a critical role that has barely been taken into consideration. In this study, corporate culture was adopted as a mediating factor for exploring the relationship between CSR and BMI. Based on quantitative methods and data from 218 respondents working at SMEs in Taiwan, the findings indicate that SEMs may implement CSR to promote business model innovation, as well as identify the mediating effect of corporate culture for the influence of CSR on BMI. The conclusions reveal the managerial implications of the ways, paths, and mechanism of BMI by enabling SEMs to participate in CSR activities.
The Cyberspace has driven the globe in all dynamics. No field is exempted, it is not terrible that the pharmacies have
moved virtual model too. An electronic pharmacy refers to a type of business model organization that is involved in sale
of pharmaceutical products like non- scheduled and scheduled-only drugs, by ordering them online and delivery in the
door step. Around 40,2500 e-pharmacists operating globally aims to promote public health by legal regulation of our
country and perfectly fits the successful vision of Digital India initiative. The sale of drugs over the cyberspace began
in our country in the late 1990’s and has expanded to an extent that the Federal Food and Drug Administration (FDA)
in USA, has dedicated a complete department on its portal to buying medicines over the Internet. Drug Administration
has given specific procedures to the people to stay vigilant against forfeited and unlawful e-pharmacies. E-Pharmacies
in a developing country is being a questionable due to their laws, technological advancement and customer value
perception.
This conceptual research paper elucidates and fuse the theoretical discussions relating to multiple-channel
retailing strategies in Customer value propositions and shopping motivations and factors contributing to growth
of the e-pharmacies. Ten case examples are used to explain different channel strategies in multi-channel. It is
expected that revenue generated in Indian pharmaceutical retail market will increase at a positive CAGR during
the period FY 2018 to FY2025. In our country, it is anticipated that with the growth of organized segment, the
overall market will also grow. independent pharmacy will grow at the increasing rate as compared to hospital�based retail pharmacies. As a Finding a tentative framework for understanding pharmacy retailers channel
strategies is suggested.
Keywords: Pharmaceutical consumers, Multiple channel strategies, Electronic Pharmacy
ResearchGate has not been able to resolve any references for this publication.