From Business Model to Business Modelling: Modularity and Manipulation

Aversa, Paolo; Haefliger, Stefan; Rossi, Alessandro; Baden‐Fuller, Charles

doi:10.1108/s0742-332220150000033022

Cited by 79 publications

(82 citation statements)

References 52 publications

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“…SD is a computer-aided approach to enhance analysis and decision-making in complex systems (Forrester 2007). It relies on formal modelling to develop a simplified and consistent representation of the business model (Aversa et al 2015;Sterman 2000). Through quantification and computational simulations of a system's elements and interrelations of the latter (Forrester 1961;Schwaninger 2006) this approach facilitates the consideration of feedback loops and dynamic behaviour (Sterman 2000).…”

Section: Business Model Innovationmentioning

confidence: 99%

“…SD attempts to mitigate potential decision errors by providing users with means of learning about complex systems and the potential consequences of their actions. Such 'virtual worlds' or 'simulation games' allow them to explore the potential consequences of alternative business model configurations (Aversa et al 2015;Forrester 1961;Sterman 2000).…”

Section: Business Model Innovationmentioning

confidence: 99%

“…One research stream receiving increasing managerial and academic attention focuses on the modelling and simulation of business models to counteract cognitive limitations and improve managerial decision-making in the context of BMI (cfr. Aversa et al 2015;Baden-Fuller and Haefliger 2013;Chesbrough 2010;Gambardella and McGahan 2010;Rumble and Mangematin 2015). One established approach to enhance understanding and facilitate effective decisionmaking in the face of complexity represents System Dynamics (SD) (Forrester 1961(Forrester , 2007Sterman 2000) and hence, scholars have referred to SD as a promising tool for managerial support during BMI (Markides 2015;Massa and Tucci 2014).…”

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

System dynamics for corporate business model innovation

Moellers

Burg²,

Bansemir

et al. 2019

Electron Markets

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Business model innovation is a process that allows firms to build and maintain competitive advantages. However, it imposes major challenges to managers who rely on incomplete cognitive representations while attempting to understand the environmental dynamics that determine a business model's prospective performance. System Dynamics is a computational approach potentially useful in enhancing managerial understanding and decision-making during business model innovation, yet its effects lack sound empirical evidence. This study of five cases inside BMW assesses the usefulness of System Dynamics along the different phases of business model innovation processes. In order to develop a nuanced understanding we triangulate insights from the multiple-case study approach with results from a Q-Sort exercise. Our emergent theory highlights that System Dynamics enables managers to develop more accurate cognitive representations about their business models. Unexpectedly, we find that this process leads to a cognition gap apparent in the communication with managers not involved in the modelling process. We observe two strategies to overcome this gap. A second key insight is that System Dynamics has a tendency to consolidate mental models by different managers that need to be managed cautiously. We develop a set of 11 propositions that represents the core of our theoretical insights.

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Section: Business Model Innovationmentioning

confidence: 99%

Section: Business Model Innovationmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

System dynamics for corporate business model innovation

Moellers

Burg²,

Bansemir

et al. 2019

Electron Markets

View full text Add to dashboard Cite

show abstract

“…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). 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).…”

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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“…These include inserting new components into the business model architecture, replacing one component of the business model with another, and model reconfiguration (changing a larger number of components), as a result of which other options are also radically changed. In addition, the design and decomposition of the business model are based on the following formulas for shaping them: splitting, substituting, augmenting, inverting, excluding and porting [72].…”

Section: A Business Model and A Social Business Model: An Interpretivmentioning

confidence: 99%

Trust as a Key Factor in Shaping the Social Business Model of Water Supply Companies

Jabłoński

2019

Sustainability

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The current principles of doing business differ radically from those that were applied a few years ago. Global economic crises have shown that business must have a more social character. This gave rise to the creation of management solutions that would guarantee the satisfaction of a wide range of corporate stakeholders. In this context, ideas based on social potential began to emerge. As a consequence, the concept of social business models was born, accompanied by an attempt to search for the best business models possible in order to build the appropriate configuration of their components. According to the authors, an attribute of trust may be such a component based on which effective social business models can be built. As water supply companies are social enterprises, they have become the object of scientific research in this case. The purpose of the article is to determine the position of trust in the construction and application of social business models of water supply companies. The scope of the article includes scientific research into water supply companies in the most industrial region of Poland, Upper Silesia, with the most extensive and dense water supply network in the country. In this article, the AHP (analytic hierarchy process) method was used to conduct research. The aim of the analysis was focusing on the issue of trust as a key factor in shaping the social business model of the company. In the questionnaires, respondents were asked to answer questions on the following issues: trust-based organizational behavior at the company; trust-based social capital at the company; trust-based relationships at the company; trust-based processes and activities at the company; trust-based risk at the company; and the trust-based business model at the company. The adopted logic of the scientific argument conducted indicates that trust and its place and role in the social business model of a water supply company have a significant impact on the social and economic performance of the water supply company, and as a consequence, on increased social responsibility towards stakeholders as well. Trust even stabilizes the organization and its business model; it is also a value catalyst and neutralizes the potentially negative impact of the organization on other entities gathered around it. Trust as a stabilizer can also affect the consistency and scalability of the social business model of a water supply company.

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From Business Model to Business Modelling: Modularity and Manipulation

Cited by 79 publications

References 52 publications

System dynamics for corporate business model innovation

System dynamics for corporate business model innovation

Business Model Research: A Bibliometric Analysis of Origins and Trends

Trust as a Key Factor in Shaping the Social Business Model of Water Supply Companies

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