Business Model Evaluation: Quantifying <scp>W</scp>almart's Sources of Advantage

Brea-Solís, Humberto; Casadesus-Masanell, Ramón; Grifell‐Tatjé, Emili

doi:10.1002/sej.1190

Cited by 96 publications

(91 citation statements)

References 56 publications

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“…This conceptual clarity can significantly improve the theoretical underpinnings of empirical business model research. Previous empirical studies conceptualize business model innovation very differently: for instance Bock et al () as management efforts in comparison to other innovation types, Hock et al (in press) as propensity to change the business model, and Brea‐Solís et al () as management choices and consequences. Therefore, the results of these studies can until now hardly be interpreted theoretically consistent.…”

Section: Discussionmentioning

confidence: 99%

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Measuring business model innovation: conceptualization, scale development, and proof of performance

2016

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Business model innovation is a topic that has received much attention from academia as well as from business practice. After extensive research on the definition and conceptualization of the concept and publication of many case-based results, recently scholars have been calling for more generalizable results, large-scale investigations and greater empirical sophistication. Despite the great importance of measuring business model innovation for various purposes, a validated measurement scale is still not available. I fill this gap by systematically developing a new scale for business model innovation. I follow a rigorous scale development approach to ensure validity and reliability. Specifically, I collected two large-scale samples of 126 and 232 firms to specify and assess the scale. As a result, I provide a hierarchical three-level scale for measuring business model innovation. At the first level, 41 reflective items are provided to measure ten subconstructs of business model innovation. These can be used as formative measures of three dimensions of business model innovation at the second level, namely value creation innovation, value proposition innovation and value capture innovation. At the third level, these three dimensions form the metaconstruct of business model innovation.

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Section: Discussionmentioning

confidence: 99%

“…using proxies, case data, etc.) (e.g., Zott and Amit, ; Bock et al, ; Aspara et al, ; Brea‐Solís et al, ). Taking for example the effects of business model innovation on firm performance, no consistent effect could be found.…”

Section: Discussionmentioning

confidence: 99%

Measuring business model innovation: conceptualization, scale development, and proof of performance

2016

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“…Identified BM design components may be used for new ventures or established firms, as long as the critical success factors are taken into account e.g. ensuring actor participation in BM change, decoupling products, services and technologies from the business model, allowing for strategic flexibility and combinative capabilities, reducing structural complexity or managing outsourced / co-developed / co-partnered components of the BM (Adebanjo, 2010;Alt & Zimmermann, 2014;Bock et al, 2012;Dahan, Doh, Oetzel, & Yaziji, 2010;Fikirkoca & Saritas, 2012) and due attention is given to risks, BM implementation and organizational anchoring (Bertels et al, 2015;Bjorkdahl, 2009;Brea-Solis, Casadesus-Masanell, & Grifell-Tatje, 2015;Bucherer et al, 2012).…”

Section: Figure 10 -Types Of Results Obtained (Project Map Based On Fmentioning

confidence: 99%

Business model innovation: towards a conceptual framework

Saur-Amaral

Soares

Proença

2018

TMS

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Business model innovation (BMI) is core for entrepreneurship in industrial or service sectors, including tourism. Our submission focuses on the development of the field of BMI. We perform systematic literature review based on 316 valid papers indexed on ISI Current Contents, published between 2000 and 2015.Bibliometric results indicate a significant increase in the number of papers, journals and authors, and lack of specialized journals/authors publishing regularly in the BMI field. Thematic analysis reveals that BMI has been extensively studied, however there is rarely any cumulative knowledge effect between authors. Most researches were conceptual or qualitative, however few constructs have been defined and tested to enable quantitative studies.We conclude that there had been little evolution in terms of theoretically developing the BMI field. We argue that there is a need to adopt already existing conceptual models, develop constructs and validate them with primary quantitative data and advanced statistical analysis, in different research contexts. Keywords:Business model, business model innovation, business model elements, knowledge visualization, visual mapping, NVivo. ResumoA inovação nos modelos de negócios (BMI) é necessária para ações de empreendedorismo em setores industriais ou nos serviços, incluindo o turismo. O presente artigo foca-se no desenvolvimento do campo teórico de BMI. Realiza-se uma revisão sistemática da literatura com base em 316 artigos válidos para a temática estudada, indexados na ISI Current Contents e publicados entre 2000 e 2015.Os resultados da análise bibliométrica apontam para um aumento significativo no número de artigos, revistas científicas e autores, e ainda para a ausência de revistas científicas e autores especializados, com publicações regulares na área de BMI.A análise temática revela que a área do BMI, embora estudada extensivamente, raramente se carateriza por um efeito cumulativo do conhecimento entre os respetivos autores. A maioria das investigações realizadas têm natureza conceptual ou qualitativa, no entanto poucos constructos foram adequadamente definidos e testados de modo a permitir estudos quantitativos subsequentes. As conclusões apontam para uma evolução limitada no que respeita ao desenvolvimento teórico do campo de BMI. Considera-se que existe a necessidade de adotar os modelos conceptuais já publicados, desenvolver constructos adequados e validar os modelos com dados primários quantitativos e análise estatística avançada.Palavras chave: Modelo de negócio, inovação nos modelos de negócios, componentes de modelos de negócio, visualização de conhecimento, mapeamento visual, NVivo.

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“…Whereas this study does not assume that either positive or negative changes in knowledge investments are desired, future studies could use network DEA (Färe et al 2007) to treat knowledge investments as an intermediate product that is maximized or minimized according to the normative objectives. This approach could be integrated into the business model rationales of Casadesus-Masanell and Ricart (2011), who refer to network effects in virtuous circles that enhance competitive advantages, or of Brea-Solís et al (2015), who show that profit consequences are mainly driven by implementation (i.e. micro-level decision making).…”

Section: Discussionmentioning

confidence: 99%

“…Another facet of this result could come from the firms' strategic behavior, as instead of straightforward catching up to the current period frontier, investments in R&D could be driven by strategic renewal, which generally has effects on the longer term not captured well by the used measures (Knott and Posen 2009). For these effects to be revealed, one would need to shift focus from industry benchmarking to internal measures for business model implementation (see, e.g., Brea-Solís et al 2015).…”

Section: Knowledge Investments and Performance Feedbackmentioning

confidence: 97%

Benchmarking for routines and organizational knowledge: a managerial accounting approach with performance feedback

Epure

2016

J Prod Anal

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This study proposes a managerial accounting research design that bridges a gap between firm productivity based on frontier techniques and strategic management. In doing so, it operationalizes the theoretical frameworks based on the endogenous components of across-firms heterogeneous resources and routines, which are fundamental for firm performance. The design focuses on industry-level benchmarking to analyze changes in performance and organizational knowledge investments, and proposes some indicators for firm-level strategic benchmarking. An analysis of a 12-year panel of the U.S. technology hardware and equipment industry illustrates the usefulness of the proposals. Findings reveal wider gaps between better and worse performers following economic distress. Increasing intangibles stocks is positively associated with changes in frontier benchmarking, while enhancing R&D spending is linked to frontier shifts. The discussion develops managerial interpretations suitable for control and reward systems.

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Business Model Evaluation: Quantifying Walmart's Sources of Advantage

Cited by 96 publications

References 56 publications

Measuring business model innovation: conceptualization, scale development, and proof of performance

Measuring business model innovation: conceptualization, scale development, and proof of performance

Business model innovation: towards a conceptual framework

Benchmarking for routines and organizational knowledge: a managerial accounting approach with performance feedback

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