Networked enterprise business model alignment: A case study on smart living

Solaimani, Sam; Bouwman, Harry; Itälä, Timo

doi:10.1007/s10796-013-9474-1

Cited by 28 publications

(17 citation statements)

References 35 publications

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“…In addition to these two terms, aspects related to T-models can be found in the sharing economy (Breidbach and Brodie, 2017;Hamari et al, 2016;Roh, 2016). Other research has focused on context-specific platforms, such as platforms for crowdsourcing (e.g., Kohler, 2015;Nucciarelli et al, 2017;Tung and Jordann, 2017), education (Anderson and Van Wijk, 2010) and health care (Solaimani et al, 2015).…”

Section: New Types Of Business Modelsmentioning

confidence: 99%

Business model innovation and value-creation: the triadic way

Andreassen

Lervik-Olsen

Snyder

et al. 2018

JOSM

151

135

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As soon as we've published an article, the version of the article that has been accepted for publication, the Author Accepted Manuscript (AAM) can be used for a variety of noncommercial scholarly purposes, subject to full attribution. An author may deposit and use their AAM (aka post-print) http://www.emeraldgrouppublishing.com/openaccess/oa_policies.htm Business Model Innovation and Value-creation: The Triadic Way Acknowledgments We thank the editor of Journal of Service Management and Prof Janet McColl-Kennedy for taking the initiative and hosting the Brisbane Thought leader conference that gave birth to this research. We also want to thank two anonymous reviewers for their valuable comments.

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Section: New Types Of Business Modelsmentioning

confidence: 99%

Business model innovation and value-creation: the triadic way

Andreassen

Lervik-Olsen

Snyder

et al. 2018

JOSM

151

135

View full text Add to dashboard Cite

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“…Not to mention that customers' data is a strategic asset to that is not likely to be shared, next to more generic issues related to data protection and confidentiality of data that needs to be taken into account as well. Lack of preparedness to share customer data or of sharing customer contacts is one of the typical causes of BM failures in networked environments (Solaimani et al, ). In conclusion, throughout an early design stage, the indispensable operational and supportive resources, specifically with regard to critical information, need to be identified and resource availability and accessibility needs to be collectively assessed:Proposition Lack of availability and accessibility of operational and supportive network enterprise’ resources deteriorates the implementability of BM.…”

Section: Discussionmentioning

confidence: 99%

Business Model Implementation within Networked Enterprises: A Case Study on a Finnish Pharmaceutical Project

Solaimani

Heikkilä

Bouwman

2017

European Management Review

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In many entrepreneurial projects, the concept of the business model (BM) is used to describe a business idea at a high-level and in a holistic way. However, existing literature pays less attention to implementation (or execution) of BM. Implementation becomes more complex when a BM is proposed by or requires a network of collaborating enterprises. The aim of this paper is to provide an approach based on empirical research that supports BM transition from design to implementation. The empirical data used in this paper is based on a case study involving an innovative project in the pharmaceutical sector in Finland. The case analysis demonstrates how a high-level BM needs careful consideration of its operational components from a network perspective to secure both value creation and capture. Drawing on the analysis, six concluding propositions on BM implementation in networked settings are put forward. Keywords: business model; business processes; networked enterprises; case study Introduction Magretta (2002) states that a business model (BM) is essential to every successful organization, whether it is a new venture or an established player. A growing community of scholars shares that view (see Pateli and Giaglis, 2004;Osterwalder et al., 2005;Zott et al., 2011). Strictly speaking, the design or innovation of a BM should be distinguished from its implementation as the former represents the business logic and the latter is the form BM takes in reality (Osterwalder et al. 2005). Despite increasing attention in academia and practice, literature on BM has mainly been focusing on frameworks that are highly useful in BM conceptualization, while largely neglecting the question of how a BM should be implemented in order to create and capture value (Bouwman et al., 2008Al-Debei and Avison, 2010;Teece, 2010). In response, scholars call for more attention to BM implementation and the inherent complexities (Veit et al., 2014;Wirtz et al., 2016), and emphasizing the urgency of guidelines and insights in how BM can be implemented and which operational factors may impede or contribute to implementation (Bask et al., 2010;El-Sawy and Pereira, 2013;Osterwalder et al., 2005).Part of the complexity can be attributed to the dynamic network-driven context of contemporary businesses (Haaker et al., 2006;Solaimani et al., 2015). Most BM frameworks take a single firm perspective and in that way ignore the fact that more often than not firms operate as multi-actor cross-industry networked enterprises. Networked enterprises are marked by heterogeneous inter-organizational processes and interdependencies (ElSawy and Pereira, 2013;Palo and Tähtinen, 2013), where value creation and capture is not a mere result of a dyadic relationship between provider and consumer, but value is created and captured by a collective effort of the involved network (Sharma et al., 2010). Hence, the twofold aim of this paper is to advance our understanding of BM implementation and the role of operational network processes in value creation and capture.The empirical...

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“…For ensuring and sustaining business interoperability, business models should be designed considering the enterprise environment and the potential internal and external collaborations. For that reason, existing and potential interactions with partners should be highlighted and explicitly defined in the considered business model for ensuring the business alignment (Solaimani et al, 2015). Considerations from all stakeholders shall be integrated a priori engaging collaborations.…”

Section: Interoperability Requirements Architectural Designmentioning

confidence: 99%

Enterprise interoperability assessment: a requirements engineering approach

Leal

Guédria

Panetto

2020

International Journal of Computer Integrated Manufacturing

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One of the main challenges within collaborative business ecosystems is the management of Interoperability. Indeed, Interoperability is a crucial prerequisite that must be satisfied when enterprises need to work together for seizing new business opportunities and improving competitiveness. To develop and improve enterprise systems interoperability, a set of interoperability requirements needs to be verified. Indeed, knowing the different requirements and their relationships are paramount for identifying potential impacts on the overall system. Many research work have been proposed in the literature for defining and analysing such requirements. However, existing work do not explicitly specify the interdependencies between interoperability requirements. The objective of this article is, therefore, to investigate and define the interoperability requirements and their interdependencies. This will provide a holistic and clear view of the relations between the system components and their associated requirements. Therefore, one will be able to identify potential causes of the non-fulfilment of requirements, and their impacts on the concerned system. To do so, a Requirements Engineering approach is used to identify and formalise interoperability requirements and their relationships.

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Networked enterprise business model alignment: A case study on smart living

Cited by 28 publications

References 35 publications

Business model innovation and value-creation: the triadic way

Business model innovation and value-creation: the triadic way

Business Model Implementation within Networked Enterprises: A Case Study on a Finnish Pharmaceutical Project

Enterprise interoperability assessment: a requirements engineering approach

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