Business Model Representation Incorporating Real Options: An Extension of e3-Value

Kundisch, Dennis; John, Thomas

doi:10.1109/hicss.2012.139

Cited by 13 publications

(20 citation statements)

References 19 publications

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“…A first type designates a sequence of actors (represented in boxes) related to each other by means of arrows. This graphic form is equally applied by academics (Chatterjee, 2013;Gordijn and Akkermans, 2001;Grasl, 2009;Horsti, 2007;Kundisch and John, 2011;Poel et al, 2007;Velu and Stiles, 2013;Weill and Vitale, 2001;Wirtz, 2011) and practitioners (3;6;7;15;18;28;31;36;47). The representation by Linder and Cantrell (2000) can be described as a so-called concept map.…”

Section: Analysis Of Graphic Formsmentioning

confidence: 99%

“…Furthermore, conceptual maps that represent the entire causal or transactional relationships can guide and structure thinking in the integration phase. In the sample, we identify several representations that rely on conceptual modelling and represent the business model in a way that is specific to the purpose of analysis (Gordijn and Akkermans, 2001;Grasl, 2009;Groesser and Jovy, 2016;Kley et al, 2011;Kundisch and John, 2011;Weiner et al, 2010) or in a way that aims to achieve integration in the design process (Abdelkafi and Täuscher, 2014;Casadesus-Masanell and Ricart, 2011;Schallmo and Brecht, 2010). In particular, when such representations are used for integrative purposes, researchers tend to combine a causal view with an elements view.…”

Section: Suitability Of Identified Vbmr In Bmi Processmentioning

confidence: 99%

“…The fact that these types of structured visualizations have not been identified in the practitioner sample can either be due to our methodology, since companies might be reluctant to publish them online, or to a lack of usage of formal notations among practitioners. While some of the formally developed conceptual mapping approaches have been empirically evaluated by their developers (Gordijn and Akkermans, 2001;Grasl, 2009;Kundisch and John, 2011), empirical knowledge on whether conceptual maps can support specific cognitive processes better than other visual representations has still to be produced.…”

Section: Suitability Of Identified Vbmr In Bmi Processmentioning

confidence: 99%

See 2 more Smart Citations

Visual tools for business model innovation: Recommendations from a cognitive perspective

2017

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Managers involved in business model innovation (BMI) encounter a series of cognitive challenges. Although cognition research provides important insights into how visual tools can reduce cognitive challenges, it does not address the effective design of business model tools. To advance our understanding in this area, this research applies a cognition-centered perspective to analyze different visual business model representations. It builds upon a systematic literature review that identifies a selection of 45 visual representations from the academic literature and a sample of 50 visualizations from outside the academic realm. A content analysis of the sample reveals that all visual business model representations can be classified into three complementary categories, leading to a novel framework for distinguishing business model understandings. After assigning each visual representation to the framework, we use findings from the cognition literature to derive recommendations on how to select suitable graphic forms for different phases of the BMI process. Thus, this research contributes to the broader understanding of how visual tools can support business model innovation at a cognitive level.

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Section: Analysis Of Graphic Formsmentioning

confidence: 99%

Section: Suitability Of Identified Vbmr In Bmi Processmentioning

confidence: 99%

Section: Suitability Of Identified Vbmr In Bmi Processmentioning

confidence: 99%

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Visual tools for business model innovation: Recommendations from a cognitive perspective

2017

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“…Regarding the nature of complementarities, the concepts presented by [17] shed some light on how to model supermodular complementarities, which, especially since it reaches down to the IS/IT layer, is very valuable to analyze the socio-technical systems that platform ecosystems are. A good basis for extensions, from an internal alignment perspective, could be business extensions [35], business engineering meta model [65] or e3-value [1], which has a rich family of conceptual and tool extensions (see e.g., [36,37,62,[66][67][68]).…”

Section: Enabling Support For Ecosystem Analysismentioning

confidence: 99%

Value Modeling for Ecosystem Analysis

2019

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Scholars have proposed many approaches to represent and analyze value creation. Value creation in ecosystems such as platform ecosystems often relies on a specific structure of partner alignment. Value modeling techniques can improve the understanding of how ecosystem risks and non-generic complementarities determine value creation and the alignment structures required. First, we conceptualize ecosystem analysis as a tool for alignment in the context of business innovation. Then, we carry out a structured literature review to identify existing techniques, which could support ecosystem analysis. Further, we provide a comprehensive overview of the value modeling techniques and integrate our ecosystem analysis conceptualization with existing classification frameworks. This integrative framework allows researchers and scholars to identify techniques that suit specific needs in terms of internal alignment reach, tooling, innovation phase and ecosystem analysis. Our results show limited support for ecosystem analysis. Still we are able to identify techniques that can provide a useful conceptual or tooling basis to enable ecosystem analysis.

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“…Therefore, in determining the financial viability of a business model that has real potential, it is necessary to take into account value of these options. According to D. Kundish and T. John rather than develop theoretical details of the valuation, it is possible to show how the optionality can be integrated with BMR (business model of representation) and how the considered options may have an impact on the financial condition estimated for a specific business model [42] (p. 4456). As regards the relationship between real options and corporate strategies, interesting results of the analyses have been presented by T. Wiśniewski and M. Pawlak.…”

Section: Real Options In Business Modelsmentioning

confidence: 99%

Determinants of sustainable business model of companies early stage of development

Jablonski

2017

Preprint

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Abstract:The paper presents the findings of research on companies in the early stage of development based on the concept of ensuring their sustainability. The starting point is attributes shaping a sustainable model of start-ups. A solution has been proposed and examined that identifies the factors dynamising a business model, which give the company the ability to make fast changes in the configuration of the business model, and that applies stabilizing factors based on the concept of the Triple Bottom Line. The research problem is a response to the phenomena of the bankruptcy of many start-ups that cannot find a way to survive in the long term. The business models of companies in the early stage of development should be designed taking into account the possibility of their dynamic and iterative changes when the earlier assumptions do not work when implemented in practice. A cognitive gap has been observed as the relevant literature does not propose a systemic solution to the problem of instability of the startups viewed from the perspective of the business model concept. The research problem, therefore, is to identify potential new methods to ensure the sustainability of young companies trying to combine aspects dynamising changes in business models, taking into account economic, environmental and social aspects. The findings of research on companies in the early stage of development show that when the methods of increasing the flexibility of the business model are applied and attention is drawn to environmental and social activities and a strong emphasis is put on financial performance, reflecting the expectations of shareholders, the concept of ensuring the sustainability of young companies from the point of view of sustainable business model attributes emerges.

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Business Model Representation Incorporating Real Options: An Extension of e3-Value

Cited by 13 publications

References 19 publications

Visual tools for business model innovation: Recommendations from a cognitive perspective

Visual tools for business model innovation: Recommendations from a cognitive perspective

Value Modeling for Ecosystem Analysis

Determinants of sustainable business model of companies early stage of development

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