The Business of Journalism and Studying the Journalism Business

2021 ◽  
pp. 137-150
Author(s):  
Nikki Usher ◽  
Mark Poepsel
Keyword(s):  
United States ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Is Research ◽  
Different Types ◽  
Social Landscapes ◽  
Current Business

This chapter challenges the conventional assumption that journalism can be saved through a singular business model. We argue, using examples from the United States, that scholars and journalists need to be more holistically engaged with the economics of media more generally, and different types of journalism beyond newspaper and digital-first outlets. Second, scholars and journalists need to be more intellectually honest about their aims in conducting this research: Is research on news business models aimed at propping up corporate-funded journalism? What is the purpose of critiquing current business models, and are the solutions proposed really tenable or equitable within current political and social landscapes? Third, universities should consider their strengths and limitations in serving as potential “bubbles” for innovation, experimentation, and insulation from commercial pressures.

Simple Rules for a Network Efficiency Business Model: The Case of Vizio

2019 ◽  
Vol 61 (2) ◽  
pp. 84-103
Author(s):  
Sayan Chatterjee ◽  
Kurt Matzler
Keyword(s):  
United States ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Sharing Economy ◽  
Network Efficiency ◽  
Flat Panel ◽  
Market Strategy ◽  
Systematic Process ◽  
Simple Rules

Business models that unlock efficiency across entire networks are becoming increasingly common in the so-called sharing economy. However, the principles underlying these models can also be used in B2B settings. This article proposes some simple rules that managers can use in a systematic process to build similar disruptive business models. It illustrates these rules by deconstructing the go-to-market strategy that resulted in Vizio becoming the dominant flat panel TV vendor in the United States.

scholarly journals On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States (Preprint)

2019 ◽  
Author(s):  
Ryan Sterling ◽  
Cynthia LeRouge
Keyword(s):  
United States ◽  
Qualitative Study ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Business Strategies ◽  
Early Adopter ◽  
Early Adopters ◽  
On Demand ◽  
Viable Business

BACKGROUND On-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine). OBJECTIVE We recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services? METHODS This qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies. RESULTS Early adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment. CONCLUSIONS On-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.

scholarly journals On-Demand Telemedicine as a Disruptive Health Technology: Qualitative Study Exploring Emerging Business Models and Strategies Among Early Adopter Organizations in the United States

10.2196/14304 ◽  
2019 ◽  
Vol 21 (11) ◽  
pp. e14304 ◽  
Author(s):  
Ryan Sterling ◽  
Cynthia LeRouge
Keyword(s):  
United States ◽  
Qualitative Study ◽  
Business Model ◽  
Business Models ◽  
The United States ◽  
Business Strategies ◽  
Early Adopter ◽  
Early Adopters ◽  
On Demand ◽  
Viable Business

Background On-demand telemedicine is increasingly adopted by health organizations to meet patient demand for convenient, accessible, and affordable services. Little guidance is currently available to new entrant organizations as they consider viable business models and strategies to harness the disruptive potential of on-demand telemedicine services (in particular, virtual urgent care clinics [VCCs] as a predominant and catalyst form of on-demand telemedicine). Objective We recognized on-demand telemedicine as a disruptive technology to explore the experiences of early adopter organizations as they launch on-demand telemedicine services and deploy business models and strategies. Focusing on VCC service lines, this study addressed the following research questions: (1) what is the emerging business model being deployed for on-demand telemedicine?; (2) what are the core components of the emerging business model for on-demand telemedicine?; and (3) what are the disruptive business strategies employed by early adopter organizations as they launch on-demand telemedicine services? Methods This qualitative study gathered data from 32 semistructured phone interviews with key informants from 19 VCC early adopter organizations across the United States. Interview protocols were developed based on noted dissemination and implementation science frameworks. We used the constant comparison method to transform study data into stable dimensions that revealed emerging business models, core business model components (value proposition, key resources, key processes, and profit formula), and accompanying business strategies. Results Early adopters are deploying business models that most closely align with a value-adding process model archetype. By and large, we found that this general model appropriately matches resources, processes, and profit formulas to support the disruptive potential of on-demand telemedicine. In total, 4 business strategy areas were discovered to particularly contribute to business model success for on-demand disruption among early adopters: fundamental disruptions to the model of care delivery; outsourcing support for on-demand services; disruptive market strategies to target potential users; and new and unexpected organizational partnerships to increase return on investment. Conclusions On-demand telemedicine is a potentially disruptive innovation currently in the early adopter stage of technology adoption and diffusion. On-demand telemedicine must cross into the early majority stage to truly be a positive disruption that will increase accessibility and affordability for health care consumers. Our findings provide guidance for adopter organizations as they seek to deploy viable business models and successful strategies to smooth the transition to early majority status. We present important insights for both early adopters and potential early majority organizations to better harness the disruptive potential of on-demand telemedicine.

Situational Breakdowns

2019 ◽  
Author(s):  
Anne Nassauer
Keyword(s):  
United States ◽  
Large Scale ◽  
Contextual Factors ◽  
The United States ◽  
Social Outcomes ◽  
Dynamic Processes ◽  
Collective Decisions ◽  
Different Types ◽  
The Impact

This book provides an account of how and why routine interactions break down and how such situational breakdowns lead to protest violence and other types of surprising social outcomes. It takes a close-up look at the dynamic processes of how situations unfold and compares their role to that of motivations, strategies, and other contextual factors. The book discusses factors that can draw us into violent situations and describes how and why we make uncommon individual and collective decisions. Covering different types of surprise outcomes from protest marches and uprisings turning violent to robbers failing to rob a store at gunpoint, it shows how unfolding situations can override our motivations and strategies and how emotions and culture, as well as rational thinking, still play a part in these events. The first chapters study protest violence in Germany and the United States from 1960 until 2010, taking a detailed look at what happens between the start of a protest and the eruption of violence or its peaceful conclusion. They compare the impact of such dynamics to the role of police strategies and culture, protesters’ claims and violent motivations, the black bloc and agents provocateurs. The analysis shows how violence is triggered, what determines its intensity, and which measures can avoid its outbreak. The book explores whether we find similar situational patterns leading to surprising outcomes in other types of small- and large-scale events: uprisings turning violent, such as Ferguson in 2014 and Baltimore in 2015, and failed armed store robberies.

Business model of garment enterprises: a scientometric review

2021 ◽  
Vol 91 (13-14) ◽  
pp. 1609-1626
Author(s):  
Yuran Jin ◽  
Xiangye Song ◽  
Jinhuan Tang ◽  
Xiaodong Dong ◽  
Huisheng Ji
Keyword(s):  
Conference Proceedings ◽  
Social Science ◽  
Business Model ◽  
Western Europe ◽  
Business Models ◽  
New Technologies ◽  
Citation Index ◽  
The United States ◽  
Fast Fashion ◽  
First Time

The research on the business model of garment enterprises (BMGE) has expanded rapidly in the last decade. However, there is still a lack of comprehensive reviews of it, let alone visual research. Based on scientometrics, in this paper 118 papers and their 4803 references from Science Citation Index Expanded, Social Sciences Citation Index, Conference Proceedings Citation Index—Science, and Conference Proceedings Citation Index—Social Science & Humanities for the period 2010–2020 about the BMGE were analyzed by visualizing the co-cited references, co-occurrence keywords, burst references, dual-map overlays, and more with CiteSpace, Google Maps, and VOSviewer. The research revealed the intellectual landscapes of the BMGE for the first time and mapped the landmark papers, hotspots and trends, national or regional distributions and their cooperation networks, highly cited authors, and prestigious journals and disciplines related to the BMGE. The results show that the biggest hotspot is the fast fashion business model; social responsibility, smart fashion, Internet of Things, and sharing fashion are the main emerging hotspots; and the research focuses has evolved from traditional business models to business models driven by new technologies, then to new issues such as circular economy models. The institutions are mainly distributed in China, the United States, and Western Europe, and there is cooperation between more than 11 countries. The most popular disciplines are economics and politics, while psychology, education, and social science are the essential basic disciplines. The Journal of Cleaner Production and Journal of Fashion Marketing and Management, among others, actively promoted the research.

Who Wins and Who Loses in the Provincial Courts of Appeal? A Statistical Analysis, 1920–1990

1994 ◽  
Vol 9 (2) ◽  
pp. 21-40 ◽  
Author(s):  
Peter McCormick
Keyword(s):  
United States ◽  
Statistical Analysis ◽  
Great Britain ◽  
Data Base ◽  
The United States ◽  
Different Types ◽  
Party Capability ◽  
Time Periods ◽  
Appeal Courts ◽  
Different Levels

AbstractGiven the visibility and obvious importance of judicial power in the age of the Charter, it is important to develop the conceptual vocabulary for desribing and assessing this power. One such concept that has been applied to the study of appeal courts in the United States and Great Britain is “party capability”, a theory which suggests that different types of litigant will enjoy different levels of success as both appellant and respondent. Using a data base derived from the reported decisions of the provincial courts of appeal for the second and seventh year of each decade since the 1920s, this article applies party capability theory to the performance of the highest courts of the ten provinces; comparisons are attempted across regions and across time periods, as well as with the findings of similar studies of American and British courts.

scholarly journals Time for a new business model?

1969 ◽  
Vol 16 (1) ◽  
Author(s):  
Yali Friedman
Keyword(s):  
Business Model ◽  
Hybrid Model ◽  
Business Models ◽  
The United States ◽  
Biotechnology Industry ◽  
New Firms ◽  
Technology Platform ◽  
Economic Climate ◽  
New Business ◽  
Biotechnology Companies

In the relatively short history of the biotechnology industry, new business models have emerged every few years. Some have been little more than short-lived marketing or investment-attraction devices, whereas others have had endured as viable options. Given the dramatic changes in the economic climate and potentially the regulations affecting biotechnology, is it time for a new business model?A SHORT HISTORYFirst there was the FILCO, or fully integrated life science company, business model. This model, employed by some of the first biotechnology companies, positioned firms to capture the revolutionary advances of biotechnology and to build large vertically-integrated companies. Companies like Amgen and Genentech were able to fulfill this endpoint, but many other companies were not so fortunate. Another early model was to improve existing products, rather than to build an entire franchise around discovering and commercializing new ones. This model is exemplified by Alza, which was founded to improve medical treatment through controlled drug delivery and focused on improving existing drugs rather than developing new ones. This same model is still employed today, and shares some similarity with the technology platform business model, where companies focus on developing technologies that can be sold to other R&D firms, rather than independently developing consumer applications.Newer business models did not replace the older ones, but rather enabled new firms to focus on the unique environment in which they were founded. Examples include the hybrid model that combined product development with a technology platform, which could be sold or licensed to others, and the no research, development-only model that as a derivative of the specialty pharmaceutical model, saw newly founded companies buying drug leads off of other companies to complete late-stage clinical trials. These models enabled new firms to meet the respective needs of risk-averse and cash-rich investors.WHERE ARE WE NOW?I've previously written that the global economic crisis has been (and still is) transformative for the biotechnology industry. The aforementioned biotechnology business models rose to prominence in conditions that favored them. For example, the hybrid model emerged in a funding drought and was favored as it enabled companies to build internal revenue streams while still maintaining the possibility to realize the upside of product sales.What are the factors influencing biotechnology companies today? In the United States, beyond the general economic climate there are still unresolved questions about the availability of early stage financing, the ability to recruit foreign workers, and – post-commercialization – data exclusivity, generic biologics and the potential for price controls. Internationally, some nations are still undergoing dramatic economic reorganizations, while others are making significant investments in building biotechnology R&D capacity.So, the question remains: Is the biotechnology industry ready for a new business model, and is there a business model that can accommodate the myriad domestic challenges faced by many countries while addressing the increasing globalization of activities?

scholarly journals By the Numbers: Will Trucking Go Electric?

2018 ◽  
Vol 140 (01) ◽  
pp. 28-29 ◽  
Author(s):  
Jeffrey Winters
Keyword(s):  
United States ◽  
Business Models ◽  
The United States ◽  
Future Trends ◽  
Single Charge ◽  
Light Duty ◽  
Diesel Trucks ◽  
Electric Powertrains ◽  
Fuel Costs

This article presents details of a report on new and future trends in trucking. According to the report, fleet owners may quickly adopt electronic vehicles (EV) for medium-haul routes. In November 2017, Tesla CEO Elon Musk unveiled the design for a battery-powered semi that could travel 500 miles on a single charge. According to Musk, the company would begin producing the trucks in 2019. The report highlighted the regional light-duty delivery market in Europe, where fuel costs are higher than in the United States. Designing vehicles and business models around the capabilities of electric powertrains—capabilities that differ from those of diesel trucks—are expected to enable battery-electric trucks to penetrate the market more quickly.

Acculturation and Physical Activity Among Latinos

2016 ◽  
Author(s):  
Ana F. Abraído-Lanza ◽  
Karen R. Flórez ◽  
Rachel C. Shelton
Keyword(s):  
Physical Activity ◽  
United States ◽  
Social Networks ◽  
Socioeconomic Position ◽  
Health Benefits ◽  
The United States ◽  
Social Contexts ◽  
Research Designs ◽  
Different Types ◽  
The Many

Despite the many health benefits of physical activity (PA), the majority of Latinos do not meet recommended levels of PA. This chapter provides an overview of research on acculturation and PA among adult Latinos in the United States. It identifies gaps in knowledge concerning the association between acculturation and different types of PA, the joint effects of socioeconomic position and acculturation on PA, and research on gender. It suggests several areas for further research related to acculturation and PA, including an exploration of norms, social networks, and broader social contexts. It concludes that although the bulk of evidence indicates that greater acculturation is associated with increased PA, more complex research designs and greater methodological and conceptual rigor are needed to move forward research in this area.

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