Keywords and Cultural Change: Frame Analysis of Business Model Public Talk, 1975–2000

Ghaziani, Amin; Ventresca, Marc J.

doi:10.1007/s11206-005-9057-0

Cited by 189 publications

(91 citation statements)

References 81 publications

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“…1 It represents a 1 There are other definitions of the term business model, for example, those that define it as the way a firm generates revenues (for an overview, see Ghaziani and Ventresca, 2005). For the purpose of this article, however, we rely on the definition proposed by Amit and Zott (2001), and on their distinction between business and revenue model: a revenue model refers to the specific modes in which a business model enables revenue generation.…”

Section: Business Model: a New Structural Conceptmentioning

confidence: 99%

The fit between product market strategy and business model: implications for firm performance

Zott

Amit

2007

Strategic Management Journal

1,243

880

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We examine the fit between a firm's product market strategy and its business model. We develop a formal model in order to analyze the contingent effects of product market strategy and business model choices on firm performance. We investigate a unique, manually collected dataset, and find that novelty-centered business models-coupled with product market strategies that emphasize differentiation, cost leadership, or early market entry-can enhance firm performance. Our data suggest that business model and product market strategy are complements, not substitutes. ABSTRACTIn this paper, we explore the fit between a firm's product market strategy, and its business model.We develop a formal model in order to analyze and develop theoretical hypotheses on the contingent effects of product market strategy and business model choices on firm performance. By investigating a unique, manually collected data set, we find that novelty-centered business models, coupled with product market strategies that emphasize differentiation, cost leadership, or early market entry, enhance firm performance. KEYWORDS:Product market strategy, business model, performance, contingency theory, competitive strategy.3 Exploring the Fit Between Business Strategy and Business Model: Implications for Firm PerformanceA central objective of strategic management research has been to understand the contingent effects of strategy on firm performance. Contingency theory suggests that there is no optimal strategy for all organizations and posits that the most desirable choice of strategy varies according to certain factors, which are termed contingency factors (Donaldson, 1996). Accordingly, strategic management scholars have examined a wide range of contingency factors, such as aspects of the environment, organization structure (Miller, 1988), technology (Dowling and McGee, 1994), and marketing choices (Claycomb, Germain and Droege, 2000), amongst other things, and explored how these factors interact with strategy variables to determine firm performance.One focus of that literature considers structural forms as contingency factors. An important early contribution to that literature was made by Chandler (1962) who considered the contingency relationship between a firm's strategy and its internal administrative structure (specifically, divisional versus functional form). While this particular pair of strategy/structure variables has been thoroughly addressed (e.g., see Amburgey and Dacin, 1994), the received literature seems to have paid surprisingly "little attention to extending the question of strategy/structure fit issues for other structural forms of organization" (Yin and Zajac, 2004: 365). In this paper, we address this gap in the literature on the contingent effects of strategy on firm performance by introducing the firm's business model as a new contingency factor that captures the structure of firm's boundary-spanning exchanges. We ask the following research question: How do the firm's business model and its product market positioning stra...

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Section: Business Model: a New Structural Conceptmentioning

confidence: 99%

The fit between product market strategy and business model: implications for firm performance

Zott

Amit

2007

Strategic Management Journal

1,243

880

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“…A search of the Financial Times archive for the phrase 'business model' results in more than 6,000 hits for the five-year period [2004][2005][2006][2007][2008][2009]. The concept gained enormous popularity during the Internet boom of the late 1990s and later spread across a wider community of management practitioners and business analysts (Ghaziani and Ventresca, 2005). However, it is only relatively recently that management researchers have turned their attention to this concept.…”

Section: Theorising Business Modelsmentioning

confidence: 99%

What are business models? Developing a theory of performative representations

Perkmann

Spicer

2010

Technology and Organization: Essays in Honour of Joan Woodward

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Despite a rich extant literature, it is unclear what business models are. We argue that rather than an actual feature of firms, business models are performative representations. We begin by noting the importance of business models for the development of new technology. We then assess three dominant conceptions of business models in the academic literature: as transactional structures, value extracting devices and mechanisms for structuring the organization. To overcome the shortcomings of these approaches, we advance an alternative conception of business models as performative representations. We argue that they work as narratives that convince, typifications that legitimate, and recipes that guide social action.

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“…This can lead not only to increased use of the phrase but also to the reapplication of the phrase to new contexts [60]. That is, once the phrase has been recognized as effective in a particular context, it may be used so frequently as to be more broadly recognizable.…”

Section: Eai For Innovationmentioning

confidence: 99%

Tracing Coordination and Cooperation Structures via Semantic Burst Detection

Lin¹,

Margolin²,

Lazer³

2014

EAI Endorsed Transactions on Collaborative Computing

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Developing technologies that support collaboration requires understanding how knowledge and expertise are shared and distributed among community members. We explore two forms of knowledge distribution structures, coordination and cooperation, that are central to successful collaboration. We propose a novel method for detecting the coordination of strategic communication among members of political communities. Our method identifies a "rapid semantic convergence," a sudden burst in the use linguistic constructions by multiple individuals within a short time, as a signature of coordination. We apply our method to the public statements of U.S. Senators in the 112th U.S. Congress and construct coordination and cooperation networks among these individuals. We then compare aspects of these networks to other known properties of the Senators. Results indicate that the detected networks reflect underlying tendencies in the social relationships among Senators and reveal interesting differences in how the different parties coordinate communication.

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Keywords and Cultural Change: Frame Analysis of Business Model Public Talk, 1975–2000

Cited by 189 publications

References 81 publications

The fit between product market strategy and business model: implications for firm performance

The fit between product market strategy and business model: implications for firm performance

What are business models? Developing a theory of performative representations

Tracing Coordination and Cooperation Structures via Semantic Burst Detection

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