Value creation in E‐business

Abstract

We explore the theoretical foundations of value creation in e‐business by examining how 59 American and European e‐businesses that have recently become publicly traded corporations create value. We observe that in e‐business new value can be created by the ways in which transactions are enabled. Grounded in the rich data obtained from case study analyses and in the received theory in entrepreneurship and strategic management, we develop a model of the sources of value creation. The model suggests that the value creation potential of e‐businesses hinges on four interdependent dimensions, namely: efficiency, complementarities, lock‐in, and novelty. Our findings suggest that no single entrepreneurship or strategic management theory can fully explain the value creation potential of e‐business. Rather, an integration of the received theoretical perspectives on value creation is needed. To enable such an integration, we offer the business model construct as a unit of analysis for future research on value creation in e‐business. A business model depicts the design of transaction content, structure, and governance so as to create value through the exploitation of business opportunities. We propose that a firm's business model is an important locus of innovation and a crucial source of value creation for the firm and its suppliers, partners, and customers. Copyright © 2001 John Wiley & Sons, Ltd.

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

“…Previous studies have mainly focused on value creation and capture in the BE (Adner and Kapoor 2010;Ceccagnoli et al 2012;Clarysse et al 2014), which also largely overlaps with business model studies (Amit and Zott 2001;Baden-Fuller and Haefliger 2013;Teece 2010). However, they seem to have paid less attention to the embedded resource (Avgerou and Li 2013;Granovetter 1985) around the established value chain or platform ecosystem.…”

D4.5 From Costs to Business Models

“…In order to analyse the value creation potential of e-businesses Amit and Zott (2001) identified four interrelated drivers of value:…”

Knowing your boundaries: Integration opportunities in international professional service firms

“…Some clients may prefer to cooperate with specific employees because they have established relationships over time involving high degrees of trust (Løwendahl, 1997). To satisfy these different needs, IPSFs have developed multiple coexisting business models (Amit & Zott, 2001;Morris, Schindehutte, & Allen, 2005;Osterwalder, 2004;Osterwalder & Pigneur, 2009;Osterwalder, Pigneur, & Tucci, 2005;Zott & Amit, 2007;Zott & Amit, 2008;Zott, et al, 2011).…”