scholarly journals Pivoting to stay the course: How women entrepreneurs take advantage of opportunities created by the COVID-19 pandemic

2020 ◽  
Vol 38 (6) ◽  
pp. 481-491 ◽  
Author(s):  
Tatiana S Manolova ◽  
Candida G Brush ◽  
Linda F Edelman ◽  
Amanda Elam
Keyword(s):  
Economic System ◽  
Business Model ◽  
International Research ◽  
Women Entrepreneurs ◽  
Business Models ◽  
Future Research ◽  
Demand Shock ◽  
International Research Institute ◽  
Research Questions ◽  
Industry Sectors

COVID-19 is unique in the severity of its impact as it is a humanitarian disaster that has caused both a supply and a demand shock to the global economic system. It has disproportionately affected women entrepreneurs as their firms are younger and smaller. In this commentary, we contend that while all businesses must pivot their business models in times of tumultuous change, simultaneously reducing risk and seizing new opportunities, this is particularly difficult for women entrepreneurs, whose businesses are concentrated in the industry sectors most severely affected by the economic shutdown. We draw on recent survey data from the Diana International Research Institute (DIRI) to identify business model pivots in women-owned businesses, and conclude by offering a set of gendered future research questions.

scholarly journals TOWARDS CRYSTALLIZING CIRCULAR BUSINESS MODELS: A CRITICAL ANALYSIS OF LITERATURE

2020 ◽  
Vol 15 (6) ◽  
pp. 175-194
Author(s):  
AGNIESZKA KARMAN ◽  
Keyword(s):  
Business Model ◽  
Circular Economy ◽  
Critical Analysis ◽  
Business Models ◽  
Value Chains ◽  
Future Research ◽  
Value Proposition ◽  
Related Research ◽  
Research Questions ◽  
The Creation

Circular Economy (CE) can be promoted and supported by the creation of new and innovative business models which embed CE principles into organisations’ value chains. This paper provides a review of approaches to the circular business model (CBM). We conducted a literature review, including content analysis, and examined publications (51 papers) on circular business models published in English in peerreviewed journals. Our objective was to provide an overview and systematize the stateof-the-art in CE-oriented business model approaches. The following research questions were posed in relation to the objective: Which sub-processes and components are included in the Circular Business Models (CBM)? Which CBM archetypes have already been established? Which strategies and other factors support the creation/ transformation of the CBM? The results of the studies were presented in five areas encompassing the following: 1) development (including the methodologies of development and transformation), value proposition, creation and delivery, 2) CBM archetypes, 3) circular strategies, 4) the determinants of development and transformation of business models for CE. The paper contributes to the improved understanding of circular business models. It consolidates related research by offering an overarching conceptual framework. It also points to the directions of future research.

scholarly journals A tool to model and simulate dynamic business models

2020 ◽  
Author(s):  
Norman Schaffer ◽  
Martin Engert ◽  
Girts Leontjevs ◽  
Helmut Krcmar
Keyword(s):  
Business Model ◽  
Business Models ◽  
Web Applications ◽  
Design Science ◽  
Science Research ◽  
Software Tools ◽  
Strategic Decision ◽  
Future Research ◽  
Great Promise ◽  
Model Components

Software tools hold great promise to support the modeling, analyzing, and innovation of business models. Current tools only focus on the design of business models and do not incorporate the complexity of existing interdependencies between business model components. These tools merely allow simulating inherent dynamics within the models or different strategic decision scenarios. In this research, we use design science research to develop a prototype that is capable of modeling and simulating dynamic business models. We use system dynamics as a simulation approach and containers to allow deployment as web applications. This paper represents the first of three design cycles, realizing six out of 59 requirements that are collected from the literature on software tools for business models. We contribute toward the design of novel artifacts for business model innovation as well as their evaluation. Future research can use these results to build tools that consider and address the complexity of business models. Lastly, we present several options for extending the proposed tool in the future.

What Makes a Global Business Model?

2018 ◽  
pp. 19-39 ◽  
Author(s):  
Oleksiy Osiyevskyy ◽  
Milena Troshkova ◽  
Yongjian Bao
Keyword(s):  
Theoretical Analysis ◽  
Conceptual Framework ◽  
Business Model ◽  
Business Models ◽  
International Expansion ◽  
Global Business ◽  
Specific Advantage ◽  
Global Companies ◽  
Research Questions

A firm's business model is an essential mechanism determining how an organization creates value for its stakeholders and captures part of the created value as profit for its owners. Global enterprises secure their market positions through properly functioning business models that are globally scalable. Once a globally scalable business model is successfully designed and validated in one location, it becomes a non-location-bound firm-specific advantage, promoting the firm's international expansion. This chapter addresses the following research questions: (1) What is the role of a business model in the success of global enterprises? (2) Which common attributes do business models of successful global companies possess? and (3) How to make a business model more suitable for global expansion? The theoretical analysis of these questions yields a conceptual framework for examining the global companies through the business model lens. The developed conceptual framework is illustrated and corroborated with the mini-cases of global companies.

Business Model

2012 ◽  
pp. 100-131 ◽  
Author(s):  
Arash Najmaei
Keyword(s):  
Business Model ◽  
Mental Model ◽  
Business Models ◽  
Disruptive Innovation ◽  
Future Research ◽  
Disruptive Technology ◽  
New Business ◽  
Managerial Implications ◽  
Established Firms ◽  
Strategic Logic

Today’s world of business is increasingly witnessing exemplary firms which introduce new business models, exploit new markets and disrupt established firms in order to create a unique competitive position. Although the theoretical and conceptual posture of this phenomenon is well grounded and explained in the extant literature on disruptive innovation, little is known about strategic logic of this phenomenon. In other words, the managerial paradigm or cognitive and mental model that underlies the orchestration of micro- and macro-organizational mechanisms of a disruptive move, such as market and technological knowledge, have surprisingly received little attention. In this sense, an analytical review of literature suggests that strategic logic of a disruptive technology can be well presented through the lens of business model (BM) and its innovation. Accordingly, it is argued that business model represents a mental model which underlines activities such as acquisition of market and technological insights, opportunities and requisite actions required for transforming a disruptive idea into a disruptive market movement. This view offers new insights into the study of disruptive phenomenon. It addresses the managerial (i.e. mental model) underpinnings of disruptiveness, instead of market, economical and technological dimensions. Business model innovation (BMI) is a disruptive change in the core logic of value creation and capture. It is a value-revolutionizing framework which explicitly delineates the strategic processes of a disruptive strategy. Thus, it is essentially a paradigm for strategizing the craft of disruptive innovation (technology). Given this view, this chapter conceptually explicates this contour and shows how BMI effectuates a disruptive technological phenomenon by presenting four propositions. Finally theoretical and managerial implications of this view are illuminated in order to furthering the practice and enhancing future research in this growing field of inquiry.

scholarly journals Business Model Canvas and Energy Enterprises

Energies ◽  
2021 ◽  
Vol 14 (21) ◽  
pp. 7198
Author(s):  
Zbysław Dobrowolski ◽  
Łukasz Sułkowski
Keyword(s):  
Business Model ◽  
Business Models ◽  
Energy Sector ◽  
Future Research ◽  
Effect Analysis ◽  
Business Model Canvas ◽  
Original Definition ◽  
Entrepreneurship Theory ◽  
Definition Of ◽  
Searching Method

So far, little is known about the Business Model Canvas development in the energy sector. In this paper, we fill this knowledge gap and modify the Business Model Canvas. Based on the cause–effect analysis combined with the literature searching method, we suggest that Osterwalder’s Canvas for energy enterprise should be modified because the available Canvas adaptations cannot fully capture the energy enterprise’s business model or realise its business operations combined with the public interest. We propose a new original Canvas adaptation by adding two crucial blocks representing the mission, energy accountability, and impact on stakeholders in the Business Model Canvas. The findings make two main contributions. First, they contribute to developing entrepreneurship theory. We formulate an original definition of a business model, first showing the limitations of current definitions. We verify Chesbrough’s functions of business models. Second, compared to earlier business model frameworks, the new model clearly points out that accountability in firms’ everyday businesses is at the core of business development. Moreover, this article formulates future research avenues in the energy sector and provides a helpful planning tool for practitioners.

scholarly journals Sustainability-Oriented Business Model Evaluation—A Literature Review

2021 ◽  
Vol 13 (19) ◽  
pp. 10908
Author(s):  
Anika Süß ◽  
Kristina Höse ◽  
Uwe Götze
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Model Evaluation ◽  
Business Models ◽  
Model Development ◽  
Indicator System ◽  
Future Research ◽  
Sustainable Business ◽  
Simulation Based ◽  
Sustainable Business Models

Since the need of sustainable development is indisputable, companies are forced to strive for resources, processes, and products that are sustainable. Thus, their business models as the main representation of their activities should be designed in an ecologically, economically, and socially beneficial way. However, designing and developing sustainable business models is closely linked to their evaluation. Sustainable business model evaluation as a vital part of business model development has been addressed in literature in the past with increasing frequency. As a consequence, the plethora of different approaches of sustainability-oriented business model evaluation calls for a systematic literature review. Thus, in this study, we reviewed existing articles on sustainability-oriented business model evaluation and identified four main categories of evaluation methods: single indicators (I), indicator system/framework (II), simulation-based evaluation (III), and multi criteria decision-making (IV). By analyzing and structuring the proposed approaches, their benefits and limitations are revealed, pointing out gaps and future research needs for successfully designing and evaluating business models today and in the future.

scholarly journals Track 4.f Introduction: Strategic Design of Sustainable Business Models

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Brian BALDASSARRE ◽  
Giulia CALABRETTA ◽  
Nancy BOCKEN ◽  
Jan-Carel DIEHL ◽  
Duygu KESKIN
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
Business Model Innovation ◽  
Research Field ◽  
Future Research ◽  
Sustainable Business ◽  
Strategic Design ◽  
The Past ◽  
Design For Sustainability

Concerns about the societal and environmental impact of how companies operate have generated increasing interest in more sustainable ways of doing business (Porter & Kramer, 2011). Research and practice from the past decade show that a Sustainable Business Model Innovation lens is suitable to embed sustainability into firms’ objectives and operations (Bocken et al., 2014; Schaltegger, Lüdeke-Freund, & Hansen, 2012). Consequently, Sustainable Business Model Innovation has been emerging rapidly as a research field (Lüdeke-Freund & Dembek, 2017). Recent developments in this field build upon seminal work on Design for Sustainability from the past two decades to establish a connection with Strategic Design (Baldassarre et al., 2019; Geissdoerfer et al., 2016; Manzini, 1999; Tukker, 2004). Strategic Design is a research stream that studies how to leverage the discipline of Design in the context of Strategy and Innovation Management (Calabretta et al., 2016; Karpen, Gemser, & Calabretta, 2017). More specifically, it focuses on the application of design practices, principles and methods to the formulation and implementation of innovation strategies that benefit people and organizations alike (Calabretta et al., 2016). The connection between Sustainable Business Model Innovation and Strategic Design is mainly supported by the argument that the strategic and experimental nature of design enables the integration of stakeholders’ objectives including sustainability concerns, while also providing the process dimension needed to move away from theory towards concrete practice and tangible impact (Baldassarre et al., 2017; Bocken, Schuit, & Kraaijenhagen, 2018). However, research on the role and contribution of Strategic Design to Sustainable Business Modeling is still in its infancy. Consequently, within this track of the 2019 edition of the Academy for Design Innovation Management Conference, we collected four research contributions at the intersection between Strategic Design and Sustainable Business Model Innovation. These contributions are summarized in the paragraphs below, followed by a reflection on all of them and potential directions for future research.

scholarly journals Investigating Circular Business Model Innovation through Keywords Analysis

2021 ◽  
Vol 13 (9) ◽  
pp. 5036
Author(s):  
Barbara Bigliardi ◽  
Serena Filippelli
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Ventures ◽  
Business Model Innovation ◽  
Future Research ◽  
Research Directions ◽  
Circular Model ◽  
Future Research Directions ◽  
Circular System ◽  
Start Ups

Ongoing economic, social and environmental developments have forced the production system to undertake a profound transformation, shifting from a linear to a circular model. The transformation towards a circular economy poses significant challenges for established companies, in many cases requiring a strong modification of their current business models, start-ups and new ventures. Firms need to completely rethink their value proposition, modifying how the product or service is produced, delivered to the customers and disposed of. As a result, interest in business model innovation with a view to a circular system has increased significantly over the last five years, leading to a flourishing literature production. Although several literature reviews have been published on the topic of the circular business model, few of them include the innovation dimension. Moreover, the time horizon covered by the previous reviews extends to 2019 and in one case to 2020. Since 2020 saw a 135% increase in scientific production compared to the previous year, it is necessary to update the prior works, taking into account the new contributions. Our paper aims to bridge this gap by proposing a literature review based on keywords analysis. In this way, it is possible to analyze the issues addressed in the circular business model innovation (CMBI) by categorizing them as core, emerging/phantom, trendy or intermittent. This analysis is particularly suitable for identifying future research directions as signaled by the emerging themes.

What Makes a Global Business Model?

2020 ◽  
pp. 203-223
Author(s):  
Oleksiy Osiyevskyy ◽  
Milena Troshkova ◽  
Yongjian Bao
Keyword(s):  
Theoretical Analysis ◽  
Conceptual Framework ◽  
Business Model ◽  
Business Models ◽  
International Expansion ◽  
Global Business ◽  
Specific Advantage ◽  
Global Companies ◽  
Research Questions

A firm's business model is an essential mechanism determining how an organization creates value for its stakeholders and captures part of the created value as profit for its owners. Global enterprises secure their market positions through properly functioning business models that are globally scalable. Once a globally scalable business model is successfully designed and validated in one location, it becomes a non-location-bound firm-specific advantage, promoting the firm's international expansion. This chapter addresses the following research questions: (1) What is the role of a business model in the success of global enterprises? (2) Which common attributes do business models of successful global companies possess? and (3) How to make a business model more suitable for global expansion? The theoretical analysis of these questions yields a conceptual framework for examining the global companies through the business model lens. The developed conceptual framework is illustrated and corroborated with the mini-cases of global companies.

Understanding and assessing crowd logistics business models – using everyday people for last mile delivery

2017 ◽  
Vol 32 (1) ◽  
pp. 75-97 ◽  
Author(s):  
Volker Frehe ◽  
Jens Mehmann ◽  
Frank Teuteberg
Keyword(s):  
Business Model ◽  
Business Models ◽  
Design Science ◽  
Social Implications ◽  
Model Concept ◽  
Content Type ◽  
Open Research ◽  
Logistics Services ◽  
Research Questions ◽  
Crowd Logistics

Purpose The purpose of this paper is to evaluate the nature and characteristics of crowd logistics business models. Using this evaluation, a new concept for a sustainable implementation of crowd logistics services is proposed. Design/methodology/approach The Design Science process was followed to develop the proposed crowd logistics business model concept. The data are derived from expert interviews and a document-based data analysis of 13 companies. Findings Four relevant steps that companies should follow to implement sustainable crowd logistics services are identified. Open research questions are also identified and guide five research tasks, which may lead to a greater understanding of this emerging field. Research limitations/implications The present research is based on data from companies operating in Germany. The holistic approach gives a broad overview but lacks detailed descriptions. Practical implications Managers can use the four steps and the crowd logistics business model concept to plan future activities (e.g. new service provision). These steps increase the understanding, awareness and knowledge of opportunities and risks of specific crowd logistics services. Social implications This paper provides initial insights into social changes in terms of drivers for the use of crowd logistics services. However, further research is needed to capture the social implications in detail. Originality/value Crowd logistics is an emerging concept, and this paper is one of the first dealing with this topic generally and the first providing an analysis of crowd logistics business models. The developed concept includes implications for practice in the forms of common, and best practices, and science in the form of open research questions and tasks. Overall, the present research provides new insights into this emerging topic.

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