Design and Operationalization of Technological Business Models

Abstract

The mechanisms of the network paradigm increasingly aff ecting the operation of companies form a new dimension of strategic management today. This applies also to the look at the design and operationalization of business models. Business models that become a source of competitive advantage in the market should have such a confi guration that will provide the company with the capability to develop and grow in value. Innovation in particular determines this capability, which is the basis for the ability to create technologically new products and services. An interesting issue, not fully examined yet, is defi ning the principles of the design and operationalization of such business models in which technology determines their effi ciency and eff ectiveness. These models may be technological business models. The aim of this paper is to discuss the important areas related to the design and operationalization of technological business models in the network environment and to present conclusions that are the basis for further research in this area. The author argues that in today's, increasingly virtual reality eff ective and effi cient tools for generating new value proposition for customers is the skillful design and use of technological business models developed by companies' participation in the network environment. It is materialized in the form of achieving superior business results by the company.

Designing the Business Models for Circular Economy—Towards the Conceptual Framework

“…Some of them focus on enhancing the design process [3,7,8,10], and others are used in particular situations and for particular business models [32,42,46]. Joustra et al [16] and Jong et al [14] identified five steps to support for small and medium enterprises (SMEs) to enter the circular economy.…”

“…BMC has been applied to research and design circular business models [10,11]. Jablonski [42] distinguished eleven stages of the design and operationalization of the company's technological business model embedded in the network. Parlikad et al [45] identified the information requirements for end-of-life decision making and established a possible set of characteristics of a lifecycle information system to support management.…”

“…One of the key issues in this regard pertains to networks. Jabłoński [42] outlined the process of transition from an idea to the operationalization of the business model by searching for business model components from the network. However, the static approach is also being investigated.…”

Blockchains as Enablers for Auditing Cooperative Circular Economy Networks

“…Within the former domain, various studies exist [14] [15] which generally aim to articulate a procedure for small and medium enterprises (SMEs) to follow, in order to adopt and benefit from circular economy practices. One thing common to all studies is that a candidate SME needs to traverse through multiple stages to implement the mechanisms of a circular economy, ranging from five steps [16] [17], all the way to eleven stages [18]. The transition usually starts with learning the fundamental circular economy concepts, deciding on business objectives, and evaluating the readiness of the company.…”

Circular Economy Models in Agro-Food Systems: A Review

“…A circular economy makes it possible to overcome these challenges through economic and environmental development that preserves and enhances natural Sustainability 2021, 13, 3453 2 of 18 resources and renewable flows [7]. The advantages of CE systems are attributable to the reduction in the environmental impact through the minimization of waste, the increase in economic benefits, the redesign of products, the choice of materials [8], the reduction in price volatility, and increased job growth [9,10]. The EC therefore aims to reshape global industrial systems following the ideal goal of a zero-waste economy [11].…”