Purpose: The goal of the paper is to present the research results on empirical verification of a model of relationships between, the premises of organizational boundaries change, outsourcing`s scope and maturity, outsourcing`s effectiveness and the level of business model modification. Design/methodology/approach: The research sample was purposive and included 281 Polish companies. The main research tool was a survey questionnaire, supported by the CATI technique. To verify the model, the Structural Equations Modelling (SEM) method was used. The research was based on the Business Model Canvas framework, as well as author`s concept of outsourcing maturity characteristics. Findings: The results confirmed the existence of relationships between all the phenomena included within the research model, the only exception being the impact of outsourcing scope on its effectiveness. Specifically, the research proved the impact of outsourcing effectiveness on the level of business model changes in surveyed enterprises, as well as a strong relationship between outsourcing maturity and its effectiveness. The research enabled to identify outsourcing not only as a tool of organizational boundaries change, but also as one of the key methods of business model adaptation and alteration. Practical implications: The research indicates the need for extending the field of analysing outsourcing`s impact on the shape of the business model to adjust the scope and the outsourcing process to changes taking place in the enterprise, as well as its environment. Originality/value: The research can be used to develop future research directions, such as a more detailed explanation of the way outsourcing impacts the process of business model innovation.
The main goal of the paper is to identify and measure the strength of relations between changes made in different elements of business models of Polish companies using outsourcing. In particular, the presented findings should answer the question regarding the importance of Value Proposition (being, according to most of the business model concepts, its central element), as well as show the influence of using outsourcing on changes made within the business model. The paper presents the results of research among 281 Polish companies, and the main research method was a questionnaire survey. The research presented here confirms the systemic nature of the business model. Statistically important dependencies were observed between the changes made in specific elements of the business model, both quantitative and qualitative. The use of outsourcing by the companies forming the research sample was reflected in modifications of their business models. The research results seem to prove the empirical importance of Alexander Osterwalder`s business model framework. Firstly, all the nine elements of Osterwalder`s business model framework are interrelated; secondly, the Value Proposition appears to be indeed the central element of a business model. From managerial perspective, the results show the importance of business model approach in strategic management, especially when planning and managing strategic changes within a company.
The aim of this article is the presentation of result of an empirical research related to: perception of opportunities and threats among Polish businesses using outsourcing as well as dependency between perception of opportunities and threats and changes made in the business models of the investigated enterprises. The research paper consists of an introduction, a summary and four main sections. The first of the main sections contains the description of the methodology and characterization of the research sample in the cross-section of selected quality features. In the second section, the original concept of the variability of the business models based on the A. Osterwalder's concept of business models is described. The third part contains the results of the research about the perception of opportunities and threats related to the investigated enterprises. The article is concluded by the presentation of the results concerning the correlation between the changes made in the respective areas of business models of the investigated subjects, the probability of occurrence of the identified opportunities, and threats estimated by them. The results of the research indicate a significance of a business model as a strategic management tool, in particular in strategic change management. The indicated dependencies between the variables included in the research are a premise denoting the possibility to use business model in the context of adaptation of organization to its environment.
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