Designing Scalable Digital Business Models

Zhang, Joanne Jin; Lichtenstein, Yossi; Gander, Jonathan

doi:10.1108/s0742-332220150000033006

Cited by 43 publications

(48 citation statements)

References 51 publications

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“…Such alignment implies the need to incorporate scale up objectives into companies' business models, via the configuration of resources and activities that not only create value for customers, but that also allows companies to capture part of that value and distribute it to key resource owners (Teece, 2010;Zott & Amit, 2007). Business models should be examined in terms of scalability, meaning, "the extent to which a business model design may achieve its desired value creation and capture targets when user/customer numbers increase and their needs change, without adding proportionate extra resources" (Zhang et al, 2015).…”

Section: Value Propositions For New Companies That Wish To Scale Compmentioning

confidence: 99%

Examining the Relationship Between Value Propositions and Scaling Value for New Companies

Bailetti¹,

Tanev²

2020

TIM Review

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accelerators spend significant efforts helping new companies to develop their customer value propositions. These efforts, however, have not resulted in the launch of many companies that can scale company value (Ratte, 2016).The objective of this paper is to examine the extant value proposition literature and put forward our beliefs about how value propositions relate to scaling new company value rapidly. We conceptualize the management of the value proposition-scaling relationships as being like the management of part-whole relationships (Van de Ven, 1986), wherein value propositions are the parts and scaling company value is the whole.There is abundant literature on customer value propositions. Unfortunately, this literature is not clear on how new companies should (i) align value propositions for customers, investors, resource owners, and other relevant stakeholders, (ii) align multiple value propositions for diverse parties with specific scaling objectives, and (iii) configure internal and external resources to deliver their portfolio of value propositions.

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Section: Value Propositions For New Companies That Wish To Scale Compmentioning

confidence: 99%

Examining the Relationship Between Value Propositions and Scaling Value for New Companies

Bailetti¹,

Tanev²

2020

TIM Review

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“…The parameters mentioned in the above paragraph status a l ot of statistical studies [3][4][5][6]. These studies show that, despite the inherent inertness characteristic to major changes, the elearning technologies become more and more important all over the world.…”

Section: Dee Application On Commercial Transactionsmentioning

confidence: 99%

Digital Engineering Education Applications

2020

WSEAS TRANSACTIONS ON ADVANCES in ENGINEERING EDUCATION

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In this paper we introduce a new concept that defines the global economy and modern style of life: the digital engineering education. A digital engineering educational (DEE) system consists of a planned, specialized teaching experience, organized by an IT specialized institution. The educational process suffers deep changes under the imperative of technological development, e-learning is just one example. For example digital environment extends its application area, such as commerce, communications, medicine, engineering, social media, s.a. as it is used to experiment new connections between different systems represented by artificial social systems. The pedagogic methods capable to insure the success of the digital engineering systems represent a major challenge for specialists, therefore we propose a suggestive example in order to link theory with practice.

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“…Cluster 2 (12 articles) is comprised of articles that share a cognitive perspective on BMs, much in line with the legacy of . This approach views BMs as "models" that provide descriptions and classifications (Baden-Fuller & Haelfliger, 2013;Rumble & Mangematin, 2015) or that operate as sites for scientific investigation (Zhang, Lichtenstein & Gander, 2015) or as recipes for managers (Aspara, Lamberg, Laukia & Tikkanen, 2013;Hienerth, Keinz & Lettl, 2011). For their part, Baden-Fuller and explore the BM as a set of cognitive configurations or maps (Furnari, 2015) that can be manipulated and modularized by managers (Aversa, Haefliger, Rossi & Baden-Fuller, 2015).…”

Section: Article In Pressmentioning

confidence: 99%

“…The development of a new research agenda dedicated to the cognitive perspective has also been put forward, within which certain scholars have thought it fruitful to investigate BM dynamics (Van den Oever & Martin, 2015) and BM innovation (Waldner, Poetz, Grimpe & Eurich, 2015). Zhang, et al (2015) The analysis of these two clusters provides evidence of the existence of a mainstream traditional approach: the essentialist perspective. The average date of publication for articles in Cluster 1 is roughly 2011, which corresponds to the transition between the "rapid growth" and "maturity"…”

Section: Article In Pressmentioning

confidence: 99%

Business Model Research: A Bibliometric Analysis of Origins and Trends

Maucuer¹,

Renaud²

2019

M@n@gement

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The business model (BM) concept has become a major area of interest in Management literature, leading to the publication of a host of literature reviews and essays aimed at synthesizing and interpreting the development of BM research. Yet these general analyses have largely neglected the specificities of the two main disciplines in which the BM concept is anchored: Strategic Management and Innovation & Entrepreneurship. Accordingly, this article seeks to explore the intellectual roots and current trends of these disciplines to refine our understanding of the development of the BM literature. We draw on a mixed bibliometric analysis based on two samples of respectively 208 and 345 articles published in Strategic Management and Innovation & Entrepreneurship. This analysis enables us to compare the theoretical pillars (co-citation analysis) and research fronts (bibliographic coupling analysis) of BM research in these two foundational disciplines. Our results suggest a certain homogeneity within both the theoretical pillars of the disciplines and the incremental diversification of their research fronts. In light of these findings, we consider the future of the BM literature and accordingly propose a twofold developmental strategy for it.

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Designing Scalable Digital Business Models

Cited by 43 publications

References 51 publications

Examining the Relationship Between Value Propositions and Scaling Value for New Companies

Examining the Relationship Between Value Propositions and Scaling Value for New Companies

Digital Engineering Education Applications

Business Model Research: A Bibliometric Analysis of Origins and Trends

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