Dynamic Business Model Framework for Value Webs

Bouwman, Harry; MacInnes, Ian

doi:10.1109/hicss.2006.131

Cited by 37 publications

(24 citation statements)

References 8 publications

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“…Regulatory has great impact in development process of m-learning and the market development guides the most when business model is set for established market [2] . In addition to regularities, standardization effects m-learning business model as an environmental driver.…”

Section: Regulations and Standardsmentioning

confidence: 99%

Environmental Factors Influence on Mobile Learning Business

Nasiri¹,

Deng²

2009

American J. of Applied Sciences

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Problem statement: Recently, there has been growing interest in m-learning consequently emerging m-learning technology is promising technological and educational business. Nevertheless, m-learning is a new business and the different actors are still trialing by ways of a diversity of business models to overcome in able to achieve a sustainable and profitable place in this market. Numbers of mlearning products providers do not succeed in supplying m-learning products. In this situation not only a suitable business model is vital but also environmental and external factors have impact on mobile learning business model. Overall objective of this study was to survey the business model framework of m-learning with effect of external and environmental factors. Approach: Methodical approach was based on a classification of m-learning actors and its environmental factors. Based on this, we analyzed case studies description and developed main environmental factors that constitute the m-learning environment. Factors were summarized in morphological boxes and then through out its three steps result came up. Results: The results indicated technology, market and regulation are three major environmental factors which were forcing m-learning business model and business model should react to changes of these three factors to keep sustainable business. The research further argued the external factors of m-learning environment in order to understanding and developing the m-learning business and the ways these factors influence the business model of m-learning as well. Conclusion/Recommendations: M-learning business is based on many factors such as technology, changes in society, educational drivers, demand for flexible learning and the new learning paradigm but only three major drivers(technology, market and regulation) had considerable effect on m-learning business model and should be taken into account as a result if they change business model should be changed.

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Section: Regulations and Standardsmentioning

confidence: 99%

Environmental Factors Influence on Mobile Learning Business

Nasiri¹,

Deng²

2009

American J. of Applied Sciences

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“…For instance, while O2 (formerly BTCellnet) and Vodafone are seen as the big players, they no longer dominate UK's mobile market (Olla and Patel, 2002;Ofcom, 2008). The success of NTT DoCoMo's i-mode in Japan has been credited to its innovative and well designed business model (Bouwman and MacInnes, 2006;Ballon, 2007).…”

Section: A Revolution On the Move: The Implications On Mnosmentioning

confidence: 99%

“…Nevertheless, the level of competition depends on the number of operators competing in the market, and the nature of the market structure as well. Bouwman and MacInnes (2006) argue that market competitive factors are the most prominent in prompting ongoing opportunities for the innovation and development of products and services offered by MNOs. But the harsh business environment of telecoms has led to competition based principally on price (Maitland et al, 2002;Peppard and Rylander, 2006 Grundstrom and Wilkinson (2004) argue that while MNOs were the main drivers behind the development of standards for 2G systems, system manufacturers are pushing for the establishment of standards for 3G systems.…”

Section: Issues and Concerns Of Mobile Business Modelsmentioning

confidence: 99%

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Business model requirements and challenges in the mobile telecommunication sector

Al-Debei

Avison

2011

Journal of Organisational Transformation & Social Change

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The telecommunications business is undergoing a critical revolution, driven by innovative technologies, globalization, and deregulation. Cellular networks and telecommunications bring radical changes to the way telecom businesses are conducted. Globalization, on the other hand, is tearing down legacy barriers and forcing monopolistic national carriers to compete internationally. Moreover, the noticeable progress of many countries towards deregulation coupled with liberalization is significantly increasing telecom market power and allowing severe competition. The implications of this transition have changed the business rules of the telecom industry. In addition, entrants into the cellular industry have had severe difficulties due to inexistent or weak Business Models (BMs).Designing a BM for a mobile network operator is complex and requires multiple actors to balance different and often conflicting design requirements. Hence, there is a need to enhance operators' ability in determining what constitutes the most viable business model to meet their strategic objectives within this turbulent environment. In this paper, the authors identify the main mobile BM dimensions along with their interdependencies and further analysis provides mobile network operators with insights to improve their business models in this new 'boundary-less' landscape.

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“…In the literature, for example, Amit and Zott [130], Rappa [131], and Bouwman and MacInnes [132] define scalability as a key factor of innovative business models contributing to the achievement of results by the company. Scalability, therefore, is an important feature of the business model as it is included in its configuration, whereas strategy sets a business model in motion and gives its resources the right direction, in line with the expectations of business model decision-makers, and scalable business processes are used to implement operational objectives and will be more effective when a business model is highly scalable as well.…”

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confidence: 99%

Scalability of Sustainable Business Models in Hybrid Organizations

Jabłoński

2016

Sustainability

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Abstract:The dynamics of change in modern business create new mechanisms for company management to determine their pursuit and the achievement of their high performance. This performance maintained over a long period of time becomes a source of ensuring business continuity by companies. An ontological being enabling the adoption of such assumptions is such a business model that has the ability to generate results in every possible market situation and, moreover, it has the features of permanent adaptability. A feature that describes the adaptability of the business model is its scalability. Being a factor ensuring more work and more efficient work with an increasing number of components, scalability can be applied to the concept of business models as the company's ability to maintain similar or higher performance through it. Ensuring the company's performance in the long term helps to build the so-called sustainable business model that often balances the objectives of stakeholders and shareholders, and that is created by the implemented principles of value-based management and corporate social responsibility. This perception of business paves the way for building hybrid organizations that integrate business activities with pro-social ones. The combination of an approach typical of hybrid organizations in designing and implementing sustainable business models pursuant to the scalability criterion seems interesting from the cognitive point of view. Today, hybrid organizations are great spaces for building effective and efficient mechanisms for dialogue between business and society. This requires the appropriate business model. The purpose of the paper is to present the conceptualization and operationalization of scalability of sustainable business models that determine the performance of a hybrid organization in the network environment. The paper presents the original concept of applying scalability in sustainable business models with detailed interpretation. The paper and its findings are based on longitudinal research with participant observation, bibliographic research and the author's own experience in the processes of building and implementing business models in the years [2005][2006][2007][2008][2009][2010][2011][2012][2013][2014][2015]. At the time, the author observed the conceptualization and operationalization of several business models of companies operating in the Polish market.

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Dynamic Business Model Framework for Value Webs

Cited by 37 publications

References 8 publications

Environmental Factors Influence on Mobile Learning Business

Environmental Factors Influence on Mobile Learning Business

Business model requirements and challenges in the mobile telecommunication sector

Scalability of Sustainable Business Models in Hybrid Organizations

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