Technology Push or Market Pull? Strategic Orientation in Business Model Design and Digital Start‐up Performance*

2020 ◽  
Vol 37 (4) ◽  
pp. 352-372
Author(s):  
Hai Guo ◽  
Chao Wang ◽  
Zhongfeng Su ◽  
Donghan Wang
Keyword(s):  
Business Model ◽  
Strategic Orientation ◽  
Model Design ◽  
Start Up ◽  
Business Model Design

scholarly journals Translational mechanisms in business model design: introducing the continuous validation framework

2020 ◽  
Vol 58 (9) ◽  
pp. 2011-2026
Author(s):  
Leonardo Corbo ◽  
Shadi Mahassel ◽  
Alberto Ferraris
Keyword(s):  
Knowledge Translation ◽  
Business Model ◽  
Business Models ◽  
New Venture ◽  
Model Design ◽  
Content Type ◽  
Validation Framework ◽  
Start Up ◽  
Business Model Design ◽  
Translational Mechanisms

PurposeThis paper aims at proposing knowledge translation as an element of business model design that can support entrepreneurs in achieving alignment and collaboration between entrepreneurial teams and external stakeholders.Design/methodology/approachThe conceptual model presented in the paper is developed from the literature review and draws mainly on two streams of work as follows: first, the contributions related to the lean start-up methodology initially developed by Blank and Ries and second, the work of Osterwalder and Pigneur on business models and its subsequent developments. In addition, we draw on key insights from the entrepreneurship and organizational learning literature, such as discovery-driven planning and disciplined entrepreneurship.FindingsThe continuous validation framework (CVF) is introduced, posing the attention on underlining knowledge-translation mechanisms to decode complex concepts related to new venture creation.Originality/valueThe authors propose a new framework (the CVF) as an effective translational tool because it is a visual diagram that allows entrepreneurs to translate complex and technical ideas into a format that is more understandable for external audiences. Additionally, for each step of the CVF, specific translational mechanisms are defined and discussed, as each stage of the CVF presents specific translational challenges that result in outcomes that differ from stage to stage.

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.

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