Business models dynamics for start-ups and innovating e-businesses

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

doi:10.1504/ijeb.2009.026530

Cited by 44 publications

(45 citation statements)

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“…Ongoing and future technology and business model-related trends may affect the governance of relationships between operators and content providers in years to come. For example, the introduction of standardized xHTML markup languages and standard APIs for billing and authorization will probably reduce the dependency of content providers on operators, which will reduce power-based governance (De Reuver et al, 2009b). Similarly, Internet-based technologies, such as web services, combined with increasingly intelligent devices, may enable application developers to bypass operators for generic service elements like authentication, charging, localization and billing (De Reuver et al, 2009c).…”

Section: Discussionmentioning

confidence: 99%

Governance mechanisms for mobile service innovation in value networks

Reuver

Bouwman

2012

Journal of Business Research

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Section: Discussionmentioning

confidence: 99%

Governance mechanisms for mobile service innovation in value networks

Reuver

Bouwman

2012

Journal of Business Research

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“…Past research has mainly focused on the definition of the BM [8,20,22] and BMI concepts [5,23], studying the antecedents and barriers to BMI [11,24], and internal as well as external factors of BMI success [11,20]. Previous studies also addressed BMI activities in start-up enterprises [25,26]. Furthermore, some studies investigated the impact of information technologies and digitalization on BMI [1,17,27,28].…”

Section: Introductionmentioning

confidence: 99%

Drivers and Outcomes of Business Model Innovation—Micro, Small and Medium-Sized Enterprises Perspective

et al. 2019

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Business model innovation (BMI) is one of the key activities, which has to be continuously undertaken in every enterprise to sustain competitiveness in today’s digital economy. Although the interest in business models (BM) has risen significantly since the late 1990s, little is known about BMI practices in small- and medium-sized enterprises (SMEs), representing a majority of enterprises in the European market. Our study addresses this research gap and focuses on the investigation of drivers and outcomes of BMI in SMEs. A partial least squares path modeling (PLS-PM) method was used to empirically test the model using data collected in 2017 from 71 SMEs in Slovenia. Results have shown that the innovativeness of enterprises and their business environment has a positive impact on the level of BMI activities in the enterprises. However, this is not the case of fast developing and rapidly changing information technology. In addition, the results show that the level of BMI has a positive impact on BMI outcomes and further on overall business performance. The results contribute to the body of knowledge in the field of BMI activities in SMEs and offer useful insights to SMEs that intend to innovate their business model(s) and government to create a supportive environment.

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“…We take this argumentation one step further by arguing that continuous development and/or testing of BM under different scenarios actually leads to agility. Agility, as a concept applied in organizational theory and manufacturing, is defined as the ability to adapt and respond to change and uncertainty (Volberda 1996(Volberda , 2004De Toni and Tochia 1998;Sherehiy et al 2007) that is related to policy, regulator or regulations, market, competitor behavior, or fundamental technology changes (De et al 2009). Thus, we not only promote agility as a continuous iteration during the different ongoing stages of the design of an innovative product or the design of a service in combination with a Business Model, as is common in agile software production (Beck et al 2001), or in information system development (Conboy 2009).…”

Section: Introductionmentioning

confidence: 99%

Achieving agility using business model stress testing

et al. 2017

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Business Model (BM) Innovations aim at making systemic changes in the business logic of companies when they are bringing innovative products and services to the market. Companies should be sensitive to changes in their business environment and able to modify their BMs in an agile way. To assess the agility of BMI during specific market entry situations, this paper uses a method that stress tests the value proposition and the components of a BM against contingent uncertainties. We present three qualitative case studies of companies that differ in their market entry approach. Starting from their strategic orientation, these case companies' stress test their Business models and BM components, using a scenario-based identification of uncertainties. The BM Stress Test method contributes to a quick understanding of the components their BM needs to monitor, reconsider, or improve. Such stress testing helps enhance business agility. The research contributes to market strategy and business modelling research by introducing BM Stress Testing as a new method that can achieve and maintain agility regarding BM uncertainties.

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Business models dynamics for start-ups and innovating e-businesses

Cited by 44 publications

References 10 publications

Governance mechanisms for mobile service innovation in value networks

Governance mechanisms for mobile service innovation in value networks

Drivers and Outcomes of Business Model Innovation—Micro, Small and Medium-Sized Enterprises Perspective

Achieving agility using business model stress testing

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