scholarly journals The evolution of business models of information and communication technology suppliers

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Merlin Stone ◽  
Eleni Aravopoulou ◽  
Ryan Stott ◽  
Brett David Parnell ◽  
Jon Machtynger ◽  
...  
Keyword(s):  
Business Model ◽  
Communication Technology ◽  
Conceptual Analysis ◽  
Business Models ◽  
Information And Communications Technology ◽  
Evolutionary Approach ◽  
Content Type ◽  
Information And Communication ◽  
Ict Industry ◽  
Practical Implications

Purpose The purpose of this paper is to show how the business model of the information and communications technology (ICT) industry has evolved and the general differences that evolution has made to information management. Design/methodology/approach Literature review was carried out accompanied by conceptual analysis. Findings It shows that changes in the business model of the ICT industry have been quite dramatic and have led to significant changes in the structure of the industry. Research limitations/implications This research is based on analysis of the ICT industry. The analysis could be broadened to include other industries. Research into business model change should consider adopting the evolutionary approach taken in this paper. Practical implications Managers in the ICT industry should factor the likely evolution of business models in their industry into their planning. Social implications Government policymakers considering how to stimulate the development of the ICT industry in their country should be aware of the moving nature of their target. Originality/value This is one of the first papers to apply the evolutionary approach to business model change.

Theory of advice as an information object targeted at an unmade decision

2019 ◽  
Vol 76 (1) ◽  
pp. 212-230
Author(s):  
Allen J. Flynn
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Design Methodology ◽  
Conceptual Analysis ◽  
Content Type ◽  
Information Object ◽  
Advice Giving ◽  
Information And Communication ◽  
Practical Implications ◽  
Scientific Fields

Purpose The purpose of this paper is to advance an understanding of the concept of advice and its relationship to documents, information and knowledge. Design/methodology/approach A conceptual analysis of a sample of 48 relevant advice studies and two books, directly informed by documentation and information theories, was conducted to find out how researchers have approached advice conceptually since 1940. Further gains in understanding advice came from analyzing its relationship with environmental uncertainty. Findings Researchers have studied advice in the context of human-human, machine-machine and information and communication technology-intermediated interactions. Advice has been conceptualized and categorized in many different ways. Over time, conceptualizations of advice have broadened and become more general. In this light, it is theorized that advice is as an information object targeted at an unmade decision. This conceptualization of advice permits situated and momentary advice documents. A newly developed content-based framework of advice leads to an advice typology with four content-based categories of best possible advice: correct answers, probabilities, possibilities, and acknowledgments of the unknown. Research limitations/implications The refined advice theory, content-based advice framework and related typology of advice contributed here are small steps toward improved clarity about the nature of advice. These findings are limited in their focus to advice theory and advice categorization. Practical implications Scholars, practitioners and information system developers may reconsider advice theory and make use of the content-based framework and related advice typology in their work. These contributions will help advice-givers and the developers of advice-giving information systems and advice networks to provide better advice. Originality/value This paper fills a need for a clear and straightforward overall conceptualization of advice that accounts for advice documents and is informed by how advice has been previously conceptualized in multiple scientific fields.

An Integrated Business Model Innovation Approach

2010 ◽  
Vol 1 (3) ◽  
pp. 1-13 ◽  
Author(s):  
Roman Boutellier ◽  
Markus Eurich ◽  
Patricia Hurschler
Keyword(s):  
Business Model ◽  
Communication Technology ◽  
Product Innovation ◽  
Business Models ◽  
Business Model Innovation ◽  
Competitive Advantages ◽  
Information And Communication ◽  
Ict Industry ◽  
Innovation Approach

This chapter will foster the understanding of business model innovation with a focus on the Information and Communication Technology (ICT) industry and e-entrepreneurship. A general overview of business models and their elements as well as an introduction to innovation alternatives will provide the necessary background for business model innovation. On the basis of Schumpeterian innovation, this chapter will pioneer in describing business model innovation as addendum to Abernathy’s and Utterback’s dynamic model of process and product innovation. Thereby an integrated business model innovation approach will be initiated overcoming the drawbacks of unilateral innovation. The integrated business model innovation approach proposes a framework for long-term differentiation and competitive advantages. Different examples, in particular ICTventures, will clarify the effect of integrated business model innovation.

Your winning business model agenda: four questions to shape growth

2018 ◽  
Vol 46 (4) ◽  
pp. 21-27 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
High Performance ◽  
Design Methodology ◽  
Business Models ◽  
Scale Up ◽  
The Other ◽  
Content Type ◽  
Current State ◽  
Growth Planning ◽  
Practical Implications

Purpose Defines clear steps for growth planning that support answers to the crucial question: How and where are you planning to scale up the business and what talent do you need to implement this? Design/methodology/approach As the “Business model value matrix” shows, having ‘happy customers’ is only one determinant of a business model’s success. The other essential block of diagnostic questions deals with the current state and prospects of the firm’s growth. Findings We found that companies that have found ways to keep their business models in a winner’s state can provide clear, evidence-based answers to questions about growth opportunities and risks, while their less successful peers have difficulty addressing the issues. Continuous collecting and analyzing of this information allows successful companies to embrace the strategy-as-learning model of development, built around active learning and proactive adjustment to evolving environment. Practical implications To develop a strategy for moving to and sustaining the Winner state, managers must clearly articulate and test a set of hypotheses about the mechanisms of their company’s growth. The first step on this path is related to obtaining a clear view on the factors that underpin the current financial performance. Originality/value High-performance cultures make sure that each manager has the clear answers to the questions of value, growth and digitization in order to learn, experiment and implement the company business model agenda. The unproductive cultures, on the other hand, are sustained by managerial teams that usually do not have the answers to these crucial questions, but are very good at political games.

Business Model Change Methodology: Applying New Technology in Organization

2013 ◽  
Vol 4 (4) ◽  
pp. 36-60
Author(s):  
Nastaran Hajiheydari ◽  
Payam Hanafizadeh
Keyword(s):  
System Dynamics ◽  
Focus Groups ◽  
Information And Communication Technology ◽  
Business Model ◽  
Communication Technology ◽  
Business Models ◽  
New Technologies ◽  
New Technology ◽  
Information And Communication ◽  
Modern Information

The present study intends to design a methodology for examining the influence of modern information and communication technology on business models (BMs). Theoretical framework is mainly selected based on literature as well as consultation with expert focus groups. This methodology is validated by expert judgment and simulated as a real case applying system dynamics. The outcome of the survey includes a change methodology formulated in 5 phases and 37 activities. Not only has this study covered the specification of the theory structure; it was carried out in an organization in order to test its feasibility, as well. The proposed methodology in this research could help business analysts and managers with changing business model while adopting new technologies.

scholarly journals Navigating the tensions in environmental innovation: a paradox perspective

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Nadia Di Paola ◽  
Tiziana Russo Spena
Keyword(s):  
Information And Communication Technology ◽  
Communication Technology ◽  
Design Methodology ◽  
Qualitative Comparative Analysis ◽  
Environmental Innovation ◽  
Holistic View ◽  
Content Type ◽  
Specific Attribute ◽  
Information And Communication ◽  
Practical Implications

PurposeThis study aims to investigate the hybrid nature and scope of environmental innovation (EI) by assuming a paradox perspective and developing it empirically. Specifically, the authors raise the questions of how the opposite elements of EI characteristics can be arranged and combined to generate benefits for companies and markets.Design/methodology/approachA fuzzy-set qualitative comparative analysis (fsQCA) is conducted to analyse European companies operating in telecommunications and in information and communication technology (ICT). This method helps us interpret the complexity occurring in the real world, in which the contribution of a specific attribute to the outcome might change according to other interacting and concurring aspects.FindingsBy recognising the conflicting aspects inherent to the complexity of EI, this study addresses how these tensions can be embraced. Specifically, the paradox logic is proposed to open EI strategy to a “both-and” perspective, with the purpose of making EI goals concretely feasible and integrated into a holistic view.Practical implicationsParadoxical resolution denotes purposeful iterations between alternatives to ensure simultaneous attention to them over time. A paradox logic can support managers in making the EI strategy more workable and reconciling the extremes as well as possible.Originality/valueThis study unpacks the multiple enactments of EI by exploring the factors enabling integrated EI benefits. By adopting a paradox approach, the EI strategy may be interpreted in a “both-and” perspective, allowing firms to concretely achieve integrated EI benefits.

Business models in the business-to-business and business-to-consumer worlds – what can each world learn from the other?

2016 ◽  
Vol 31 (8) ◽  
pp. 943-954 ◽  
Author(s):  
Ryan Neill Stott ◽  
Merlin Stone ◽  
Jane Fae
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Academic Research ◽  
Content Type ◽  
Managerial Implications ◽  
Business To Consumer ◽  
Business To Business ◽  
Practical Implications ◽  
Proper Analysis

Purpose The purpose of this research is to identify how managers can apply the results of academic research into the concept of business models for creating and evaluating possible models for their businesses. Design/methodology/approach A review of the literature is followed by two case studies, from the airline and logistics industries, followed by recommendations based on both. Findings The findings are that there is relatively weak consensus among academics as to the definition and meaning of a business model and its components, and that the notion of generic business model applies better within rather than between industries, but that the discussion is a very fertile one for developing recommendations for managers. Practical implications The managerial implications of the study are that in their planning and strategizing, managers should factor in a proper analysis of the business model they currently use and one that they could use. Originality/value The study provides a useful addition to the literature on the practical implications of business models.

Cognitive biases of consumers as barriers in transition towards circular economy

2019 ◽  
Vol 57 (4) ◽  
pp. 921-936 ◽  
Author(s):  
Poonam Singh ◽  
Elisa Giacosa
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Business Models ◽  
Cognitive Biases ◽  
Content Type ◽  
Effective Interventions ◽  
Free Transition ◽  
Conceptual Paper ◽  
The Individual ◽  
Practical Implications

Purpose The purpose of this paper is to identify the cognitive biases of consumer and explain how they are creating barriers in transition towards circular economy (CE). Design/methodology/approach This is a conceptual paper which adopts a consumer-centric conceptualization of CE by focussing on cognitive biases as an underlying and unifying mechanism which is creating barriers in the adoption of CE. This conceptualization explains consumers’ non-adoption of circular business model, highlight synergies across disconnected theories and streams of research originating in different disciplines and at the individual, societal and cultural levels of analysis. Findings The findings of this paper suggest that circular business models are not fulfilling the psychological, social and cultural needs of the consumers and that in turn lead to barriers in diffusion of the CE. Consumers have a negative connotation with the different circular business model due to their cognitive biases. Practical implications The paper details about key implications to design effective interventions to modify consumer behaviour in the desired direction for hassle-free transition to CE from the linear economy. Originality/value This paper offers a shift in CE research from a deterministic approach to conceptualising consumers to a positivist approach to conceptualising consumers.

Five strategies provide a model for innovation

2016 ◽  
Vol 32 (5) ◽  
pp. 19-21
Keyword(s):  
Business Model ◽  
Cross Section ◽  
Design Methodology ◽  
Business Models ◽  
Content Type ◽  
High Performing ◽  
Business Model Canvas ◽  
Starting Point ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Here, the Business Model Canvas devised by Alexander Osterwalder and Yves Pigneur is a starting point for categorization of the efforts of 40 companies to create their own appropriate model. From these, five archetypal business models were then derived. Those firms represent a cross section of popular and dominant industries and sectors, with a preference toward enterprises with non-traditional business models. Five high-performing companies have been chosen to illustrate the success of each business model. Practical implications The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Aligning management model and business model in the management innovation perspective

2015 ◽  
Vol 28 (1) ◽  
pp. 43-58 ◽  
Author(s):  
Alessandro Basile ◽  
Rosario Faraci
Keyword(s):  
Business Model ◽  
Conceptual Analysis ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Management Practices ◽  
Organizational Level ◽  
Management Model ◽  
Management Innovation ◽  
Content Type

Purpose – The purpose of this paper is to present some evidence on the role of management models in the implementation or in the transformation of the business models, highlighting the pivotal role of managerial dynamic capabilities. The analysis provides relevant lines of managerial action both strategic and operational levels. Design/methodology/approach – An innovative conceptual analysis is proposed. Managerial dynamic capabilities play a central role in the coupled link between management model and business model at the organizational level. Findings – The authors propose a highly usable and generalizable conceptual model for management practices, strategic planning and operational assessment. Originality/value – This paper investigates a new emerging research stream of management innovation theory. The research presents a new and innovative conceptual analysis of management model and business model alignment. This theme has not been explored in prior researches and represents an experiment to pair the management model and the business model evidence.

Crowdsourcing business models that last

2017 ◽  
Vol 38 (2) ◽  
pp. 25-32 ◽  
Author(s):  
Thomas Kohler ◽  
Marco Nickel
Keyword(s):  
Business Model ◽  
Business Models ◽  
Comparative Case Study ◽  
Corporate Value ◽  
Sustainable Business ◽  
Value Capture ◽  
Content Type ◽  
Original Contribution ◽  
Practical Implications

Purpose The purpose of this paper is to discuss how to sustain crowdsourcing business models. Emerging companies are innovating their business model to rely on a crowd of participants and involve contributing users in value capture. While some organizations demonstrate initial success, sustaining a crowdsourcing business model is challenging. Design/methodology/approach The study is based on a comparative case study of the prominent crowdsourcing communities Threadless and Quirky. Participatory observation resulted in over 380 analyzed comments. Findings Seven lessons from Threadless’s success and Quirky’s failure are discussed to derive implications for sustaining crowdsourcing business models. Research limitations/implications Because both cases are integrator platforms build around contests, other crowdsourcing platform types should be studied to enrich the findings. Practical implications Managers receive guidance on how to design a sustainable business model that involves the crowd in creating value and lets the crowd participate in value capture. Originality/value Current research primarily addresses the question of how companies can take advantage of crowdsourcing and mainly considers corporate value capture. The original contribution of this article is a set of strategies to sustain crowdsourcing platforms by taking a platform’s entire business model into account.

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