Business Model Design and Innovation in the Process of the Expansion and Growth of Global Enterprises

Explorative Versus Exploitative Business Model Change: The Cognitive Antecedents of Firm‐Level Responses to Disruptive Innovation

“…From a transaction point of view, the business model describes the company's economic exchange with all its stakeholders, including the value proposition for each (Zott and Amit, ; Zott et al ., ); these transactions are based on a firm's unique combination of resources and are aimed at generating value for both stakeholders and the organization (DaSilva and Trkman, ). Structurally, a business model can be represented as a three‐dimensional construct comprising interrelated value, transactive structures, and resource structures (George and Bock, ; Osiyevskyy and Dewald, forthcoming; Osiyevskyy and Zargarzadeh, forthcoming).…”

“…Research regarding the business model construct is still evolving (Morris, Shirokova, and Shatalov, ; Zott et al ., ), however the emerging patterns in the strategic management literature align with studies from disruption studies. Functionally, a firm's business model is a meta‐routine for: (1) creating and (2) appropriating economic value (e.g., Osiyevskyy and Zargarzadeh, forthcoming; Zott et al ., ; Zott and Amit, ; Chesbrough, ). From the competitive analysis perspective, the business model underpins the firm's competitive advantage (Markides and Charitou, ), being one of the major facets of competition within an industry (Casadesus‐Masanell and Ricart, ), distinct from market positioning (Christensen, ) or market strategy (Zott and Amit, ).…”

How can family businesses survive disruptive industry changes? Insights from the traditional mail order industry

“…These transactions are based on a firm's unique resource base and aim to generate value for the firm (DaSilva and Trkman 2014). From a more functional viewpoint, business models can be seen as a metaroutine for creating and appropriating economic value (e.g., Osiyevskyy and Zargarzadeh 2015;Zott et al 2011;Zott and Amit 2008;Chesbrough 2007).…”

Value creation mechanisms of business models

“…Prior research has correctly pointed out that a firm can operate more than one business model simultaneously (Aversa et al, 2017). For example, more than one distinct pattern of value creation and capture can be established (Osiyevskyy and Zargarzadeh, 2015), or a firm can have a mixture of interrelated yet different business models (Gassmann et al, 2014). In this case, the analytical approach for analyzing the business model effectiveness and efficiency (Figures 1 and 2) and the discussed further four mechanisms underpinning these factors can be applied to either each individual business model (level 1) or the aggregate “portfolio” of firm’s business models (level 2).…”

“…Within this view, a business model construct represents a “system of interdependent activities that transcends the focal firm and spans its boundaries” (Zott and Amit, 2010: 216). Similar to any system of activities within a firm (Aldrich and Ruef, 2006), a business model is embedded in the interrelated set of organizational routines (Osiyevskyy and Zargarzadeh, 2015), becoming relatively stable over time.…”