scholarly journals The role of linked legitimacy in sustainable business model development

2020 ◽  
Vol 89 ◽  
pp. 566-577 ◽  
Author(s):  
Melea Press ◽  
Isabelle Robert ◽  
Muriel Maillefert
Author(s):  
İpek Koçoğlu ◽  
Ali E. Akgun ◽  
Halit Keskin

This research aims to tap into the largely opaque origins of opportunities in the online context by exploring the role of business model development as a key for the creation and configuration of the mental and social infrastructure necessary for the emergence of online entrepreneurial opportunity. Tracing the sources of online entrepreneurial opportunity reveals that successful online entrepreneurs claim to proactively manage their environment in terms of unfolding actions which result in the enactment and creation of entrepreneurial opportunities. Based on this real life contention and the emerging view of entrepreneurial opportunity, this chapter aims to achieve a deeper understanding on the creation of online opportunities through a quantitative study empirically testing the link between business model development and online entrepreneurial opportunity as creation in order to shed light on how business model generation shapes the way entrepreneurs socially co-create opportunities in the online context.


2011 ◽  
pp. 221-231 ◽  
Author(s):  
Jukka Heikkila ◽  
Marikka Heikkila ◽  
Markku Tinnila

Business models have received a substantial amount of interest recently. Also, various research studies have discussed business models, especially in the context of a single company operating in mass markets. Unfortunately, these models often are not applicable for complex products or services that build on long-term knowledge about customer tastes, facilities, and skills. Especially on global markets, the asset specificity and vast geographical distances make it difficult for any single company to provide this kind of service cost-efficiently on a large scale. Instead, it calls for cooperation among multiple firms. Creation of a joint business model for a collaborative network is a necessary means by which companies can coordinate cooperation in practice. The CSOFT metamodel proposed in this chapter provides guidance for joint business model development by emphasizing customer relationship and adjustment processes needed within the network.


2020 ◽  
pp. 000765032090714 ◽  
Author(s):  
Inge Oskam ◽  
Bart Bossink ◽  
Ard-Pieter de Man

This article aims to uncover the processes of developing sustainable business models in innovation ecosystems. Innovation ecosystems with sustainability goals often consist of cross-sector partners and need to manage three tensions: the tension of value creation versus value capture, the tension of mutual value versus individual value, and the tension of gaining value versus losing value. The fact that these tensions affect all actors differently makes the process of developing a sustainable business model challenging. Based on a study of four sustainably innovative cross-sector collaborations, we propose that innovation ecosystems that develop a sustainable business model engage in a process of valuing value in which they search for a result that satisfies all actors. We find two different patterns of valuing value: collective orchestration and continuous search. We describe these patterns and the conditions that give rise to them. The identification of the two patterns opens up a research agenda that can shed further light on the conditions that need to be in place in order for an innovation ecosystem to develop effective sustainable business models. For practice, our findings show how cross-sector actors in innovation ecosystems may collaborate when developing a business model around emerging sustainability-oriented innovations.


Author(s):  
Jukka Heikkila ◽  
Marikka Heikkila ◽  
Markku Tinnila

Business models have received a substantial amount of interest recently. Also, various research studies have discussed business models, especially in the context of a single company operating in mass markets. Unfortunately, these models often are not applicable for complex products or services that build on long-term knowledge about customer tastes, facilities, and skills. Especially on global markets, the asset specificity and vast geographical distances make it difficult for any single company to provide this kind of service cost-efficiently on a large scale. Instead, it calls for cooperation among multiple firms. Creation of a joint business model for a collaborative network is a necessary means by which companies can coordinate cooperation in practice. The CSOFT metamodel proposed in this chapter provides guidance for joint business model development by emphasizing customer relationship and adjustment processes needed within the network.


Author(s):  
M. Kldiashvili ◽  
D. Paresashvili

For a couple of years, the term entropy is gaining popularity as a term to cover the various dimensions of fast and rapidly developing, ‘uncontrollable’ business environment. The more complex and volatile an industry is – the higher is the level of entropy, that means - the harder to predict and therefore more uncertain will be process of new project or product implementation. In simple words, entropy as a measure of uncertainty or randomness, is permanently growing in nowadays business environment. In common use, A prototype is an early sample, model, or release of a product built to test a concept or process or to act as a thing to be replicated or learned from.  Technique of prototyping becomes more efficient if analyzing of prototype occurs together with the potential consumer. Based on received feedback, or analyzing customer experience, lessons learned, company makes decision how to develop the product on the next phase. In Georgia, use of prototypes started with development of projects related to Information Systems. But later it was successfully applied to product development and Business model development, especially for startups and small entrepreneurs.


Author(s):  
İpek Koçoğlu ◽  
Ali E. Akgun ◽  
Halit Keskin

This research aims to tap into the largely opaque origins of opportunities in the online context by exploring the role of business model development as a key for the creation and configuration of the mental and social infrastructure necessary for the emergence of online entrepreneurial opportunity. Tracing the sources of online entrepreneurial opportunity reveals that successful online entrepreneurs claim to proactively manage their environment in terms of unfolding actions which result in the enactment and creation of entrepreneurial opportunities. Based on this real life contention and the emerging view of entrepreneurial opportunity, this chapter aims to achieve a deeper understanding on the creation of online opportunities through a quantitative study empirically testing the link between business model development and online entrepreneurial opportunity as creation in order to shed light on how business model generation shapes the way entrepreneurs socially co-create opportunities in the online context.


2021 ◽  
Vol 2 (2) ◽  
pp. 114-119
Author(s):  
PHAN THI THANH QUYEN ◽  

The role of internal audit in ensuring sustainable development of economic entities is indisputable. How-ever, the biggest challenge faced by internal auditors is how the level of their contribution can truly be weighed against the ability and role recognized by society, especially as most economic actors move from a traditional business model to a sustainable business model. The article highlights the main approaches to the transfor-mation of internal audit in order to make it an integral part of the corporate governance structure and make a significant contribution to sustainable development.


2021 ◽  
Vol 45 (3) ◽  
pp. 232-255
Author(s):  
Bernd Wirtz ◽  
Paul Langer ◽  
Florian Schmidt

Rapid advances and the spread of digital technologies have changed the expectations of citizens, firms and organizations towards government services, which increasingly receive the call to transform services and structures according to changed needs and preferences. The concept of business model development provides a suitable approach for public institutions aiming at adjusting their services and operations. Since government institutions increasingly develop new services and products, this study provides a theoretic foundation to operational readiness as well as a guideline how to set up digital business models in a public sector context. Therefore, a framework is derived from conceptual studies in the field as well as related theoretical concepts such as business model theory in the public sector context, dynamic capacities and public value creation. Building on this foundation this study conceptualizes a process of business model development to create user oriented digital services in the public sector.


2021 ◽  
Author(s):  
◽  
Dominik Mann

<p>Designing and strategically developing viable business models is vital for value creation and capture and in turn for the survival and performance of entrepreneurial ventures. However, the widely held firm-centric and static business model perspective appears inadequate to reflect the realities of increasingly blurred industry boundaries, interconnected economies, and the resulting collapse of incumbent value chains. This PhD thesis adds understanding of the dynamic business model development process from an ecosystem perspective. The evolution of ten entrepreneurial ventures’ business models was documented and investigated through longitudinal in-depth case studies over twelve months. Analysing and comparing the cases revealed strategies that resulted in the development of effective interactive structures and robust value co-creation and capture mechanisms. The development of interactive structures, i.e. firm-ecosystem fits, was either supported by a focused or diversified ecosystem integration approach underpinned by heterogeneous interdependencies of value proposition and business model components across ecosystems. The obtained insights allowed the derivation of sets of capabilities that supported the business model development process and enhanced entrepreneurial ventures’ chances of survival. The findings have several implications for advancements of the business model theory. In particular they indicate what integration strategies can inform entrepreneurs’ and managers’ business model design and execution strategies for operating in increasingly complex ecosystems.</p>


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