Managing complexity in a multi-business-model organization

Snihur, Yuliya; Tarziján, Jorge

doi:10.1016/j.lrp.2017.06.010

Cited by 101 publications

(107 citation statements)

References 72 publications

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“…We similarly argue that BMD is a conceptually distinct phenomenon, different from other forms of diversification that have traditionally served as the focus of diversification research. Our work builds on prior descriptive and qualitative research of the phenomenon (e.g., Ahuja & Novelli, ; Aversa et al, ; Casadesus‐Masanell & Tarzijan, ; Markides & Charitou, ; Sabatier et al, ; Snihur & Tarzijan, ) to offer a systematic, large‐scale examination of how BMD relates to firm performance. Taken collectively, this growing stream of literature is steadily accumulating a body of evidence related to a relatively underexplored form of diversification.…”

Section: Discussionmentioning

confidence: 99%

“…Recently, a growing stream of business model research has begun to devote more attention to the topic of firms that operate multiple business models at the same time (e.g., Ahuja & Novelli, ; Aversa, Furnari, & Haefliger, ; Casadesus‐Masanell & Tarzijan, ; Casadesus‐Masanell & Zhu, ; Kim & Min, ; Markides, ; Markides & Charitou, ; Sabatier, Mangematin, & Rousselle, ; Snihur & Tarzijan, ), a practice we refer to as “business model diversification” (BMD). Our aim in this paper is to build upon these early studies that have largely described the phenomenon with anecdotal and case‐based evidence.…”

Section: Introductionmentioning

confidence: 99%

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Business model diversification and firm performance: A demand‐side perspective

Sohl

Vroom

McCann

2020

Strategic Entrepreneurship

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Research summary: This study explores the relationship between business model diversification (BMD) and firm performance from a demand-side perspective. We focus on the addition of a business model with a high degree of demand complementarity, which we refer to as demand-related argue and show that demand-related BMD increases firm performance and is more profitable than demand-unrelated BMD. We also explore external market conditions under which demand-related BMD should lead to greater performance improvements. Our results reveal that demand-related BMD is more profitable in markets with higher demand heterogeneity-as fostered by increases in consumer incomes-and increased technology availability that enables consumers to act on their heterogenous preferences. K E Y W O R D S business model, demand-side perspective, diversification, firm performance, retail sector

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Section: Discussionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Business model diversification and firm performance: A demand‐side perspective

Sohl

Vroom

McCann

2020

Strategic Entrepreneurship

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“…Consequently, a feature in the tool should provide a visual framework that aims to fix all these concepts and definitions regarding CE and to standardize the evaluation process to shift to circular business models. (iii) The second gap, identified by literature, is the necessity to quantify and measure circular initiatives [81][82][83][84][85][86], as mentioned in Section 1.…”

Section: Fundamental Characteristics Of a Cbm Visualization Toolmentioning

confidence: 99%

Overcoming the Main Barriers of Circular Economy Implementation through a New Visualization Tool for Circular Business Models

2019

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There is a huge gap between the broad concept of circular economy (CE) and its practical implementation in the industrial sector due to several types of barriers, which shall be led back to the lack of consistent and precise information about resources, products, and processes. Without a proper information flow, it is impossible to quantify circular initiatives, both in comparison with the actual linear situation or with circular alternative opportunities. A proper quantification of circular initiatives allows the assessment of economic, environmental and social benefits and the preventative identification of potential barriers and relative solutions, monitoring the risk associated with circular investments and supporting the decision-making process. This paper describes a new tool to ensure the quantification of circular initiatives and the method to define it. It is a new Circular Business Model (CBM) visualization tool, which overcomes the main limitations of the existing models able to explain CE concepts but not to boost its practical implementation in industry. The new CBM visualization tool can be adopted in every industrial sector to highlight circular opportunities that are still hidden or unexploited or to select the best CE strategy. The proposed CBM visualization tool differs from the previous diagrams in two main characteristics: (i) the possibility to quantify resource flows and important indicators representing energy consumption, environmental and social impact, and (ii) the focus, which is not only on the product, but on the whole system, involving also the process, the company and the entire supply chain. The methodology to adopt and adapt the proposed model to different scales is described in detail. To provide a practical example, the model was qualitatively applied to a generic technical product to highlight its potential in the identification and quantification of circular activities.

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“…Multi-business skill is implemented to create competitive advantages and conduct a strategy in determining the scope of a business that includes the selection of a business unit or product selection (Snihur & Tarzijan, 2017). According to (Arasti, Khaleghi, and Noori, 2017),multi-business skill is related to abusiness strategy that includes the framework set out in the business model and support tools in achieving goals of a business.…”

Section: Multi-business Skillmentioning

confidence: 99%

Increasing Multi-Business Awareness through “Prol Papaya” Innovation

2018

International Journal of Humanities, Social Sciences and Educat

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Managing complexity in a multi-business-model organization

Cited by 101 publications

References 72 publications

Business model diversification and firm performance: A demand‐side perspective

Business model diversification and firm performance: A demand‐side perspective

Overcoming the Main Barriers of Circular Economy Implementation through a New Visualization Tool for Circular Business Models

Increasing Multi-Business Awareness through “Prol Papaya” Innovation

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