How to Define and Analyze Business Model Innovation in Service

Pavie, Xavier; Hsu, Eva; Justus, Hanns; Tapia, Raquel Orozco

doi:10.2139/ssrn.2370384

Cited by 7 publications

(8 citation statements)

References 22 publications

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“…Finally it is transformed from being an 'order taker' IT person to a business enabler. [34] One of the criteria that really said in very simple term, "The business and IT are now so intervening with each other that irrespective of each other they cannot function without each other which effectively mean is that the business and the IT are so intervening into each other that without IT business cannot function. Whether it is a support function or a product line or a line of business so on, it has become imperative for a CIO to understand and to enhance the business well so as to enable or transform it"…”

Section: Q2 How Is a Cio Different From Other Administrative Position?mentioning

confidence: 99%

A Qualitative Study on CIO Competencies, Cloud-IoT Implementation Challenges & the Organizational Benefits of Cloud-IoT Implementations

Thoomkuzhy¹,

Thangiah²

2020

EAI Endorsed Transactions on Cloud Systems

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Section: Q2 How Is a Cio Different From Other Administrative Position?mentioning

confidence: 99%

A Qualitative Study on CIO Competencies, Cloud-IoT Implementation Challenges & the Organizational Benefits of Cloud-IoT Implementations

Thoomkuzhy¹,

Thangiah²

2020

EAI Endorsed Transactions on Cloud Systems

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“…Pavie et al [15] offered a good overview of various business model concepts in their 2013 paper for the ESSEC business school; no matter what market a business organization is competing in, it will -either implicitly or explicitly -create or apply a business model. A business model can be defined as the architecture and mechanism of actual value creation by an organization [16]. All these concepts have in common a focus on the rationale for how an organization creates, delivers and captures value.…”

Section: Business Modelmentioning

confidence: 99%

Designing Service Business Models for the Internet of Things: Aspects from Manufacturing Firms

Lai¹

2018

AJMSE

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The increasing pervasiveness of the Internet of Things (IoT) has offered a wealth of business model opportunities. Many conventional product-based companies are seeking to increase their competitiveness by moving toward a service-based business model where IoT can bring tremendous opportunities. These traditional product-sales manufacturing firms are required to look at business models beyond their conventional product-focused, firm-centric core competence business model innovation and respond to fast changing digitalization dynamics focused on promoting service-centric solution availability instead of physical products. However, studies and literatures have not yet provided profound and actionable approaches to service business models in IoT-driven environments for manufacturing firms. This research aims to fill the gap and elaborate the guiding principle for designing service business models for the Internet of Things in manufacturing firms. The guiding principles are derived from illustration of value of the Internet of Things and systemic review of academic literatures focusing on IoT business models. Exemplary real-world IoT service business models cases are demonstrating the applicability of the proposed guiding principles. Evaluation of the applicability of guiding principles pertaining to the emerging context of IoT business model can enable researchers and practitioners to visualize and analyze service business model design in a structured and actionable way.

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“…Morris et al 2005), one of the most famous and detailed analytical tool is the business model canvas (Osterwalder & Pigneur, 2010). It allows companies to actively create and assess new or already existing business models (Pavie et al, 2013). Business model canvas consists of nine interrelated components:…”

Section: Business Model and Innovationmentioning

confidence: 99%

Diaspora Business Model Innovation

Harima

Vemuri

2015

JEMI

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This paper explores how diasporans achieve business model innovation by using their unique resources. The hypothesis underlying the paper is that the unique backgrounds and resources of the diaspora businesses, due to different sources of information and experiences as well as multiple networks, contributes to business model innovation in a distinctive manner. We investigate the English school market in the Philippines which is established by East Asian diaspora who innovate a business model of conventional English schools. Two case studies were conducted with Japanese diaspora English schools. Their business is analyzed using a business model canvas (Osterwalder & Pigneur, 2010) and contrasted with the conventional business model. The empirical cases show that diaspora businesses use knowledge about their country of origin and engage with country of residence and multiple networks in different locations and constellations to identify unique opportunities, leading to a business model innovation.

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How to Define and Analyze Business Model Innovation in Service

Cited by 7 publications

References 22 publications

A Qualitative Study on CIO Competencies, Cloud-IoT Implementation Challenges & the Organizational Benefits of Cloud-IoT Implementations

A Qualitative Study on CIO Competencies, Cloud-IoT Implementation Challenges & the Organizational Benefits of Cloud-IoT Implementations

Designing Service Business Models for the Internet of Things: Aspects from Manufacturing Firms

Diaspora Business Model Innovation

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