Business model dynamics: a case survey

Reuver, Mark de; Bouwman, Harry; MacInnes, Ian

doi:10.4067/s0718-18762009000100002

Cited by 59 publications

(38 citation statements)

References 15 publications

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“…Having an apt business model has now become a key factor in determining how organizations can compete in the business world (Nagle and Golden 2007;Seddon and Lewis 2004).…”

Section: 'Business Model' Definedmentioning

confidence: 99%

An evaluation framework for viable business models for m-commerce in the information technology sector

Sharma

Gutiérrez

2010

Electron Markets

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This paper presents a study of the characteristics of viable business models in the field of Mobile Commerce (m-commerce). Mobility has given new dimensions to the way commerce works. All over the world various stakeholder organisations are consistently probing into the areas where m-commerce can be exploited and can generate revenue or value for them, even though some of those implementations are making the business environment more complex and uncertain. This paper proposes a viable business model evaluation framework, based on the VISOR model, which helps in determining the sustainability capabilities of a business model. Four individual cases were conducted with diverse organisations in the Information Technology sector. The four cases discussed dealt with mobile business models and the primary data was collected via semi structured interviews, supplemented by an extensive range of secondary data. A cross-case comparative data analysis was used to review the patterns of different viable business components across the four cases and, finally, the findings and conclusions of the study are presented.

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“…Having an apt business model has now become a key factor in determining how organizations can compete in the business world (Nagle and Golden 2007;Seddon and Lewis 2004).…”

Section: 'Business Model' Definedmentioning

confidence: 99%

An evaluation framework for viable business models for m-commerce in the information technology sector

Sharma

Gutiérrez

2010

Electron Markets

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“…This is particularly important in the case of startups, where technological attributes should be supported by market needs, while for large companies this relationship is less important. External factors must be taken into account when designing the business model in various stages of development but also when modifying it [49].…”

Section: Dj Teece Bases His Definition On Converting Payments Into mentioning

confidence: 99%

Research on Business Models in their Life Cycle

Jabłoński

2016

Sustainability

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Abstract:The paper presents the results of theoretical discussions and research findings in the field of designing sustainable business models that support the creation of value at various stages of the business life cycle. The paper presents selected findings of extensive research into the business models of Polish companies listed on the Warsaw Stock Exchange. Companies which are at various stages of development should build and adapt their business models in order to maintain the ability to create value for stakeholders. Characteristics of business models at the early stages of development are different than at mature stages. The paper highlights the differences in business models in the context of the life cycle of companies and sustainability criteria. The paper presents research findings which show that the company's development can be seen from the point of view of the business model. Research on business models concentrated on identifying the key attributes and the configuration of the business models appropriate for the early stage of development as well as the maturity stage. It was found that the business models of companies at an early stage of the development of companies listed on the Warsaw Stock Exchange are oriented primarily to how the company shapes, delivers, and captures value from the market in order to generate profits for shareholders and increase the value of the company, while the business models of mature companies include the intentions of management used to balance objectives with respect to different groups of stakeholders, and to carefully formulate and implement business objectives with particular attention paid to preserving the sustainability of the business. The assessment of business models from the point of view of the life cycle proves that managers change their approach to configuring business models over time; at some point, they include management intentions aimed at a broader range of goals than merely generating profits. At the early stage, it is important to adapt the business model to the ability to create value for shareholders by actively searching for the optimal configuration of the business model. Here a component approach to making rapid changes in the structure of the business model is essential. The business model of mature companies is based on assumptions ensuring the long-term viability of the business and is holistic in nature. When the company moves from the stage of early development to the maturity stage, business models change in such a way that the assumptions of the Triple Bottom Line concept become increasingly important, as expressed in the joint implementation of Corporate Social Responsibility and Value-Based Management assumptions. At the early stage of development, the business model strengthens the need to create value for shareholders and is not as dependent on strong partnerships with a large number of stakeholders. At the maturity stage, it is important to balance the objectives of all stakeholders and to build long-term relationships with ...

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“…Res RESEARCH PAPER of trends by various interested parties, a broad misconception of the "weak signals" concept and trends, an excessively heavy reliance on alleged "hard data", a lack of interaction among users, and a "missing link" to the strategic functions in an organization'. Therefore, early warning systems need to be implemented in a proactive manner both traditional and smart industries, using different business models (De Reuver et al, 2009), in order to manage risks and financial performance. Managers need to become aware of early warning signals while planning for the future and take proactive actions in terms of total quality management to prevent negative events (Haji-Kazem and Andersen, 2013;Pelantova and Šlaichova, 2017;Dinu, 2017).…”

Section: Managerial Early Warning Systemmentioning

confidence: 99%

A Managerial Early Warning System at a Smart Factory: An Intuitive Decision‐making Perspective

Bertoncel

Erenda²,

Bach

et al. 2018

Syst. Res

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Early warning systems are becoming increasingly important in high-risk industries, because of their potential to detect all kinds of subtle threats and opportunities, that is, weak signals, in order to avoid strategic surprises. However, it is an under-researched area within the context of smart factories. For the purpose of the study, semi-structured group interviews were used to investigate how managers at a smart factory, a highly innovative global supplier in the automotive industry sense weak signals, perceive the role of intuition, smart systems and business model adjustments. The results of the study show that managers perceive early warning systems as highly important for timely response to development changes and that both smart systems and intuition play an essential role in detecting and responding to weak signals. Based on this study, we propose a managerial early warning system model with four stages, namely, identifying, screening, appraising and responding to weak signs, within the context of a smart factory.

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Business model dynamics: a case survey

Cited by 59 publications

References 15 publications

An evaluation framework for viable business models for m-commerce in the information technology sector

An evaluation framework for viable business models for m-commerce in the information technology sector

Research on Business Models in their Life Cycle

A Managerial Early Warning System at a Smart Factory: An Intuitive Decision‐making Perspective

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