The Paradigm Shift: From Static to Evolutionary/Dynamic/Transformational/Networked/Modular/Dynamic Business Model Concept

2016 ◽  
pp. 77-94
Author(s):  
Zvezdan Vukanović
Keyword(s):  
Business Model ◽  
Paradigm Shift ◽  
Evolutionary Dynamic ◽  
Model Concept

scholarly journals Implementasi Bisnis Model Kanvas dalam Perancangan Manajemen Bisnis Aplikasi JASKOST

2019 ◽  
Vol 10 (1) ◽  
pp. 93-100
Author(s):  
Wanda Fatricia ◽  
Mokh Adib Sultan Sultan
Keyword(s):  
Business Model ◽  
Mobile Application ◽  
Model Concept ◽  
Business Model Canvas ◽  
Revenue Streams ◽  
Descriptive Approach ◽  
Alternative Choice

Abstract. Bussniess model concept at this moment considered as the alternative choice for entrepreneurs to design and develop a business. One of which frequently applied is Business Model Canvas. The purpose of this study is to implement the Bussniess model canvas in designing the management of Jaskost-mobile based application. Jaskost is an application designed to meet the tenants' needs (anak kos). The method used is qualitative one with descriptive approach. The  result shows that 9 elements of Bussniess model canvas relate each other. Revenue streams is believed as the point of the Bussniess model canvas elements which illustrates the income would be penetrated through the jaskost application. The implementation of business model canvas in designing the management of Jaskost-application in this study is as a representation of what must be done.Keywords: Bussniess Model Canvas; Entrepreneur; JaskostAbstrak. Konsep model bisnis hingga saat ini terus menjadi alternatif wirausaha dalam merancang dan mengenbangkan bisnisnya. Salah satu model bisnis yang sering digunakan adalah Bisnis Model Kanvas. Tujuan penelitian ini adalah menerapkan model bisnis kanvas dalam perancangan manajemen aplikasi JASKOST berbasis Mobile Application. Jaskost adalah sebuah aplikasi yang dirancang untuk memenuhi kebutuhan anak kost. Metode penelitian yang digunakan adalah metode kualitatif dengan pendekatan deskriptif. Hasil penelitian menunjukkan bahwa sembilan elemen model bisnis canvas memiliki hubungan satu sama lain. Revenue streams merupakan inti dari elemen model bisnis kanvas dimana elemen ini menggambarkan aliran pendapatan yang masuk keperusahaan melalui aplikasi Jaskost. Penerapan model bisnis kanvas dalam perancangan manajemen aplikasi Jaskost menjadi sebuah gambaran usaha yang akan dilakukan.Kata kunci :  Bisnis Model Kanvas, Jaskost, Kewirausahaan

Using qualitative comparative analysis and system dynamics for theory-driven business model research

2017 ◽  
Vol 16 (4) ◽  
pp. 470-481 ◽  
Author(s):  
Karl Täuscher
Keyword(s):  
Comparative Analysis ◽  
System Dynamics ◽  
Business Model ◽  
Conceptual Development ◽  
Qualitative Comparative Analysis ◽  
Dynamics Simulation ◽  
Model Concept ◽  
Model Research ◽  
Key Characteristics ◽  
Substantial Progress

The business model has evolved as an important concept in strategic management. While recent years have seen substantial progress in the business model’s conceptual development, empirical progress remains limited. I argue that this limited progress might be due to a mismatch between the business model’s characteristics and the methods applied to study it. This essay introduces two methods—qualitative comparative analysis and system dynamics simulation—that share key characteristics with the business model concept. The essay introduces these methods and discusses five directions for applying them in business model research. In doing so, I hope to contribute to a stronger harmonization of conceptual and empirical business model research.

Entrepreneurial or Not?

2016 ◽  
pp. 110-133
Author(s):  
Chitra Buckley
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Early Phase ◽  
Best Practice ◽  
Business Models ◽  
Survival Strategies ◽  
Growth Strategies ◽  
Model Concept ◽  
Micro Enterprises ◽  
Point Of Reference

UK fashion micro-enterprises, often founded by creative individuals, need to be entrepreneurially oriented and develop a business model that sustains their growth during the critical early phase. Literature on this phase offers guidance in best practice and survival strategies for the operational challenges that emerge, however the business models that sustain enterprise development and provide the blueprint for growth strategies have not been examined. This chapter explores how micro-enterprises integrate entrepreneurial actions into their business models. By applying literature on best practice in fashion designer businesses and entrepreneurial orientation (EO) to the business model concept, a conceptual framework is developed and serves as a point of reference to analyse the current business models of five micro-enterprises. The study finds that business models in this segment of the fashion sector are asymmetrical and EO emerges in some components of the business model and not others.

Transformation Mechanisms in the Business Model/Business Process Interface

2017 ◽  
pp. 878-901
Author(s):  
Tobias Weiblen ◽  
Markus Schief ◽  
Amir Bonakdar
Keyword(s):  
Business Model ◽  
Business Process ◽  
Business Processes ◽  
Inductive Reasoning ◽  
Feedback Mechanism ◽  
Top Down ◽  
Model Concept ◽  
Bottom Up ◽  
Classification Framework ◽  
Transformation Mechanisms

Many scholars view the emerging business model concept as the missing link between a company's strategy and its operational implementation into business processes. They remain vague, however, in answering the question as to how strategy-induced changes to the business model can be transformed into business process adjustments. The other way round—a feedback mechanism that triggers business model adjustments in case of issues at the business process level—is not conceptualized either. The study hence is twofold. The authors explore both the top-down (business model to business process) and the bottom-up (business process to business model) perspective of this interface. The top-down part considers business model changes, such as induced by adopting a Software-as-a-Service strategy, which require an effective implementation in a firm's organization. The explorative findings cover a detailed description of the transformation framework as well as an exemplary expert survey that can serve as a reference for software firm decision makers. The bottom-up part clarifies the influence of business processes on the business model based on a literature review, expert interviews, and inductive reasoning. The authors derive a classification framework that provides new insights into the maturity of current KPI-systems and their strategic importance with regards to business model changes.

Law Publishers in the Twenty-First Century: Part of the Problem or Part of the Solution? or The Need for a Paradigm Shift in Publishing for the Legal Education Market

2014 ◽  
Vol 14 (1) ◽  
pp. 74-79 ◽  
Author(s):  
Wirt Soetenhorst
Keyword(s):  
Business Model ◽  
Paradigm Shift ◽  
Legal Education ◽  
First Century ◽  
Academic Institutions ◽  
The Future ◽  
Education Market ◽  
Twenty First Century

AbstractIn this article Wirt Soetenhorst explores a paradigm shift that is already taking place in the legal education market and that will accelerate over the next five years. This development will have consequences for all the parties that are active in the field of academic legal education: authors, institutions, libraries, students and publishers. The article analyses the current traditional business model (the sale of physical textbooks) and outlines several potential scenarios for the future of legal publishing in which publishers move into teaching and academic institutions.

scholarly journals Radical Innovation, Paradigm Shift and Incumbent’s Dilemma The Case of the Auto Industry

2017 ◽  
Vol 9 (1) ◽  
pp. 138-148 ◽  
Author(s):  
Eden Yin ◽  
Shaz Ansari ◽  
Naseem Akhtar
Keyword(s):  
Business Model ◽  
Paradigm Shift ◽  
New Technology ◽  
Auto Industry ◽  
Radical Innovation ◽  
Organizational Capabilities ◽  
Radical Innovations ◽  
Software Companies ◽  
The Face ◽  
Market Leader

Radical innovations often upend the incumbents firms and even render them obsolete (Ansari & Krop, 2012; Benner, 2010), as these firms often have great difficulties in addressing the challenge posed by these innovations due to inertia (Ghemawat, 1991), tendencies to exploit existing competences (Levinthal & March, 1993; O’Reilly & Tushman, 2008), organizational rigidity (Beonard-Barton, 1992), complacency and internal culture (Tellis, 2006), problems in the incentive system and resource allocation process (Christensen, 1997), and gap in the organizational capabilities required for embracing the new technology (Henderson, 2006; Tushman & Anderson, 1986). However, as radical innovations become increasingly frequent across industries, responding to this serious threat has become a strategic priority for many incumbent firms.Research shows that incumbents survive or even prosper in the face of radical innovations by forging effective partnerships with challenger firms (Ansari & Krop, 2012), establishing a separate entity to fend off the threat (Christensen, 1997; Christensen, Raynor & McDonald, 2015), better evaluation and investment approach (Hill & Rothaermel, 2003), appropriately configuring organizational form and structure (Ansari & Krop, 2012), coupling their basic research function with applied research functions (Hill & Rothaermel, 2003), possessing downstream complementary assets critical for the commercialization of the new technology (Ansari & Krop, 2012; Hill & Rothaermel, 2003), and more importantly by possessing a high willingness to cannibalize their core business (Chandy and Tellis, 1998). Incumbents can also thrive or overcome the so-called incumbent’s curse by pioneering radical innovations by themselves (Chandy and Tellis, 2000).Previous studies on radical innovations focus primarily on a single product (e.g., Chandy and Tellis, 1998, 2000), technological or business model innovation (Ansari & Krop, 2012; Christensen, 1997; Hill & Rothaermel, 2003). These innovations may have the potential to shrink the incumbents’ marketspace, e.g., Gemesis’ synthetic diamonds challenging the natural diamonds (McAdams and Reavis, 2008), EasyJet challenging mainstream airlines such as BA, Netflix challenging the traditional movie rental business (Leonhartdt, 2006), or displace the incumbent market leader, e.g., IBM PC and its clones destroyed minicomputer makers such as DEC, Wang, Apollo and so on. Yet, they do not often disrupt the entire industry. But in recent years, more industry-wide disruptions have occurs due to emerge of not a single radical innovation but an array of them simultaneously from within or outside of a particular industry. In this process, it is not just the incumbent market leader or a few incumbent firms but the entire value chain, ecosystem or industry get displaced, the so-called paradigm shift, e.g., GPS device by software companies such as Google and Waze, desktop computing by mobile devices, and the traditional auto industry centered around the internal combustion engine by peer-to-peer service provider (e.g., Uber), consumer electronics (e.g., Apple), battery-driven vehicle (e.g., Tesla), and software companies (e.g., Google, Amazon). When this happens, incumbents are not fighting against a particular firm or a few firms that have introduced radical innovations based on similar technologies, but an army of very diverse entrants that are disrupting the entire industries from various directions, some of which are from remote industries with vastly different organizational capabilities, mindset and business model. How incumbents of the existing ecosystem should best cope with the massive and dramatic industry-level disruption induced by multiple radical innovations along a number of fronts or paradigm shift has largely remained unexamined. In the face of paradigm shift, can the above mentioned strategies or tactics for incumbents to combat single radical innovation or firm be adequate to deal with the fundamental existential threat? If not, what should be the appropriate strategies for them to survive or even thrive in the advent of a paradigm shift? In this paper, we attempt to sketch out a research framework to investigate this important issue.

scholarly journals Customer value creation via business model implementation

2015 ◽  
Vol 10 (10) ◽  
pp. 2580-2584
Author(s):  
Karaoulanis Andreas
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Customer Value ◽  
Business Models ◽  
Value Proposition ◽  
Model Concept ◽  
Customer Value Proposition

Business models are the blueprints upon which the whole structure and operation of the company is based. The aim of this paper is to underline the importance of business models in value creation for the company and to dig a bit deeper by revealing the synthesis of an abstract business model concept. The importance of customer value proposition via the customer value creation is very well underlined in order to pinpoint the author’s prevalent idea that focusing on customers’ needs should be the alpha and the omega for the eurythmic operation of every contemporary company.

scholarly journals Business Model Grounds and Links

2018 ◽  
Vol 42 (2) ◽  
pp. 241-269
Author(s):  
Jadranka Musulin ◽  
Vjeran Strahonja
Keyword(s):  
Information Systems ◽  
Business Model ◽  
Enterprise Architecture ◽  
Business Models ◽  
Theory And Practice ◽  
Conceptual Frameworks ◽  
Model Concept ◽  
Complex Concept ◽  
Model Research ◽  
Related Complex

The business model concept emerged in theory and practice without a consensus on the understanding of the concept, but it has become a well accepted and useful construct in fields such as strategy, organization, information systems and technology. This paper aims to provide an overview of the research on the use of business models focusing on outstanding works in this field, extracting main converging findings unburdened of extant lists of specific citations. Following the overview, a comparison of the seven respective conceptual frameworks of the business model research is presented. Finally, after determining grounds, the business model concept is linked to related complex concept – enterprise architecture.

scholarly journals Paradigm Shift to the European Business Model. Extreme Light Infrastructure – Nuclear Physics Project. Study Case

2020 ◽  
Author(s):  
Dumitru Miron ◽  
Dragoș Șeuleanu
Keyword(s):  
Business Model ◽  
Paradigm Shift ◽  
Nuclear Physics ◽  
Nuclear Research ◽  
High Tech ◽  
Quadruple Helix ◽  
The Public ◽  
Project Study ◽  
European Industry ◽  
European Business

The multipliers of paradigm shift in economy are abundance, change of micro and macroeconomic equilibrium, and increased intensity in creativity at the level of economic processes. Authors starts from the hypothesis that in the field of economics and business, a number of enthusiastic approaches to paradigm shift must be taken with some reservations as functional market have their specificity, the public choice logic is very well represented, the idea of social learning is present more than in other fields and the principle of economic rationality has great applicability. The most important characteristics of the new European industry are: is based on three pillars: strong educational system, scientific research and high-tech; advanced research is an integrative industry; the results of the advanced research are an Open Source. The analysis is based on the quadruple helix logic, authors analyzing the Extreme Light Infrastructure - Nuclear Physics (ELI-NP). As development of a country could be based on few advanced research projects and it is possible to use this experience for the whole region, new engines of the European economy, will be: nuclear research, extreme intensity light research and astronautics, the new industry will develop a large range of activities and jobs which will modify the labor map and the relocation of large companies to Europe will be one of the concrete result of the stimulating the advanced research.   Keywords: Paradigm shift, business model, infrastructure, technological challenges

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