Open business models in entrepreneurial stages: evidence from young Spanish firms during expansionary and recessionary periods

2014 ◽  
Vol 12 (2) ◽  
pp. 393-413 ◽  
Author(s):  
Henar Alcalde ◽  
Maribel Guerrero
Keyword(s):  
Business Models ◽  
Open Business Models ◽  
Recessionary Periods

scholarly journals Open business models and platform mediated networks: an application in the mobile industry

2012 ◽  
Vol 5 ◽  
pp. 122-132 ◽  
Author(s):  
Carmen de Pablos-Heredero ◽  
David López- Berzosa ◽  
Gloria Sánchez- Gonzalez
Keyword(s):  
Business Models ◽  
Mobile Industry ◽  
Open Business Models

Responding to open business models

2017 ◽  
Vol 38 (2) ◽  
pp. 33-40
Author(s):  
Louis-David Benyayer ◽  
Martin Kupp
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Community Action ◽  
Content Type ◽  
Five Dimensions ◽  
The Right ◽  
Practical Implications ◽  
Selection Of ◽  
Open Business Models

Purpose The purpose of this paper is to provide guidelines for practitioners in choosing the right response to potential threats by open business models. Design/methodology/approach The study focuses on identifying the dimensions of open business models. It consisted of 32 interviews with experts on open business models complemented by panel discussions with a selection of experts to validate the findings. Findings Five dimensions of open business models are identified: motivation, object, community, action and governance. Based on those dimensions, three responding strategies are proposed. Practical implications This paper offers insights for strategists and entrepreneurs who consider developing open business models or are attacked by competitors or other market players with open business models. Originality/value Complementing previous research, this paper highlights how the five dimensions of open business model can serve as a tool to design appropriate strategies when confronted with new forms of competition.

scholarly journals Exploring dynamic capabilities in open business models: The case of a public–private sector partnership

2020 ◽  
pp. 146575032091585
Author(s):  
Philip H Coombes ◽  
John Nicholson
Keyword(s):  
Private Sector ◽  
Dynamic Capabilities ◽  
Business Models ◽  
City Region ◽  
Opportunity Identification ◽  
The Public ◽  
The North ◽  
Financial Uncertainty ◽  
Identification Evaluation ◽  
Open Business Models

The case explores and offers insight into the boundary-spanning dynamic capabilities evidenced by the entrepreneurial CEO of a private-sector family-owned firm from the sensing, seizing and transforming/reconfiguring perspectives during the opportunity identification, evaluation and pursuit of the co-creation of a public–private sector partnership in collaboration with the CEO of a public-sector firm. This partnership, which is situated in a city-region in the North of England, is seen through the lens of an open business model whereby value is co-created and captured outside the boundary of a single firm, and which involves significant financial uncertainty being assigned from the public to the private sector.

scholarly journals The antecedents of open business models: an exploratory study of incumbent firms

2014 ◽  
Vol 44 (2) ◽  
pp. 173-188 ◽  
Author(s):  
Karolin Frankenberger ◽  
Tobias Weiblen ◽  
Oliver Gassmann
Keyword(s):  
Exploratory Study ◽  
Business Models ◽  
Open Business Models
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