Data-Mining Tools for Business Model Design: The Impact of Organizational Heterogeneity

2017 ◽  
pp. 237-248
Author(s):  
Nicola Castellano ◽  
Roberto Del Gobbo
Keyword(s):  
Data Mining ◽  
Business Model ◽  
Model Design ◽  
Business Model Design ◽  
The Impact ◽  
Organizational Heterogeneity ◽  
Mining Tools

Business Model Design

2021 ◽  
pp. 34-44
Author(s):  
Rayssa Quirino ◽  
Alvaro Lopes Dias
Keyword(s):  
Business Model ◽  
Great Difficulty ◽  
Model Design ◽  
Content Structure ◽  
Business Opportunity ◽  
Business Model Design ◽  
The Impact ◽  
Innovation And Entrepreneurship

Business model design refers to the design of transactions operated by an organization represented by the content, structure, and governance of all transactions that occur in an organization in order to create value through exploration of a business opportunity. This study has as objective to analyze the impact of one or more business model design has on the performance. Through the conduct of surveys, a sample of 30 companies was collected between Europe and Brazil. The results showed that it was not possible to obtain correlations to validate the hypotheses, due to the great difficulty of obtaining the data by the companies, thus leading to a reduced number of respondents. This study contributes significantly to the theory of innovation and entrepreneurship, as a response to a latent need on the part of the literature to consistently homogenize the understanding about the theme and clear recommendations and practices for management.

Business Model Design

2016 ◽  
Author(s):  
Raphael Amit ◽  
Christoph Zott
Keyword(s):  
Information And Communication Technologies ◽  
Business Model ◽  
Dynamic Capabilities ◽  
Holistic Approach ◽  
Communication Technologies ◽  
Model Design ◽  
Information And Communication ◽  
Business Model Design ◽  
The Rich ◽  
Economic Landscape

The rapidly changing economic landscape, coupled with transformational advances in information and communication technologies, presents many challenges to managers of large and small enterprises alike. They need to adopt a holistic approach to continuously renew and innovate their organizations’ capabilities, their product and service mix, their product-market strategies, their activity systems, and more. In response to such challenges, two perspectives have emerged in the strategic management literature in the last two decades: the dynamic capabilities paradigm and the business model perspective. With few exceptions, these viewpoints have been kept separate. In this chapter, we explore the rich links between these two perspectives and suggest that business model design, when viewed through a process lens, is in fact a dynamic capability. Our contribution is to elaborate on the mechanisms of this capability.

Sign in / Sign up

Export Citation Format

Share Document