scholarly journals Business Model Dynamics from Interaction with Open Innovation

2021 ◽  
Vol 7 (1) ◽  
pp. 81
Author(s):  
Montserrat Peñarroya-Farell ◽  
Francesc Miralles
Keyword(s):  
Business Model ◽  
Open Innovation ◽  
Business Models ◽  
Point Of View ◽  
Model Adaptation ◽  
Value Appropriation ◽  
Strategic Value ◽  
Model Dynamics ◽  
Definition Of ◽  
Synthesis Approach

In today’s competitive environment, firms face strong challenges. We live in a volatile, uncertain, complex and ambiguous (VUCA) environment where open innovation is a strategic choice and, on top of that, the COVID-19 pandemic has emphasized most of these disrupting forces. Incumbent companies must act strategically by adapting their business model to minimize the risk and to capture the new value that emerges. This article intends to contribute to the development of the nascent stream of research that seeks to understand the evolution of Business Models through time—known as Business Model Dynamics (BMD)—and explores how to better align this evolution to the implementation settings of strategy. This exploratory study is built upon a meta-synthesis approach to identify, analyze, and clarify how academics have dealt with the three terms used in the Business Model Dynamics research strand: Business Model Innovation, Business Model Adaptation, and Business Model Evolution. The results of the meta-synthesis show that a disambiguation of concepts is necessary as, from an organizational learning point of view, it is required to provide a better connection between strategic value appropriation and changes on Business Models. This article contributes to the researcher and practitioner’s literature on Business Model Dynamics offering a clear and rigorous definition of each term from a strategic point of view, thus preventing the conceptual incoherence and their reiterated wrong use as synonyms.

scholarly journals Business Model and Strategy: In Search of Dialog through Value Perspective

2019 ◽  
Vol 23 (6) ◽  
pp. 786-806
Author(s):  
Dimária Silva e Meirelles
Keyword(s):  
Strategic Management ◽  
Business Model ◽  
Point Of View ◽  
Strategic Decisions ◽  
Value Appropriation ◽  
Strategy Process ◽  
Dynamic Perspective ◽  
Static View ◽  
Emergent Structure ◽  
Definition Of

Abstract Value is the unit of analysis for a business model, and also the main goal of strategy. From both an academic and a practical point of view, the question that guides the definition of a business model is: how to create, configure and appropriate value? Strategic management and business model theories have already progressed significantly in some aspects of value, but present major misunderstandings to answering this question, especially because they still work from a static view of value, based only in the content or result. The paper aims to develop a theoretical articulation of business model and strategy through a dynamic perspective of value, based on the combination of strategy content and strategy process. In order to accomplish this task, it tooks contributions from several fields of knowledge underpinning value, such as economics, marketing, strategic management and organizational configuration. The main proposition is that a business model is an emergent structure, defined through the interplay of strategic decisions for discovering and recognizing opportunities (value creation) but also for implementing (value configuration) and profiting from them (value appropriation).

Business Model Literature Overview

2014 ◽  
pp. 79-130 ◽  
Author(s):  
Ales Novak
Keyword(s):  
Business Model ◽  
Financial Reporting ◽  
Business Models ◽  
Potential Role ◽  
Financial Instruments ◽  
Business Logic ◽  
Literature Overview ◽  
Ifrs 9 ◽  
Definition Of

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model'. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author's opinion, the term ‘strategy' is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model' is a more static notion, reflecting the conceptualisation of the company's underlying core business logic. The conclusion contains the author's thoughts on the role of the business model in financial reporting.

Creativity Processes Applied to the Innovation Management of Digital Showroom for Cars

2021 ◽  
Vol 2 (1) ◽  
pp. 14-28
Author(s):  
Francelma Maria de Moura Macêdo ◽  
Jamerson Viegas Queiroz ◽  
Zulmara Virgínia de Carvalho ◽  
Cristiano Alves
Keyword(s):  
Business Model ◽  
Service Sector ◽  
Business Models ◽  
Innovation Management ◽  
Point Of View ◽  
Exploratory Research ◽  
Value Proposition ◽  
Health Crisis ◽  
Collective Creativity ◽  
Human Need

The COVID-19 pandemic has profoundly impacted the Brazilian service sector. With the health crisis, challenges and changes in the business models of car dealerships are also intensified. Creativity is discussed by several conceptual approaches. From the point of view of neuroscience, it is a response to the human need of solving problems. It is within this premise that the present work aims to enhance value proposition for a business model centered on automobile e-commerce. This purpose unfolds in an exploratory research on approaches, methodologies, and tools of creativity, as well as the application of Cristiano Alves' Creative Framework in this business model. The analysis of the results signals improvements in solutions for car e-commerce. With this, it is concluded that collective creativity is efficient in the discovery of potentially innovative ideas.

BUSINESS MODEL AS KEY TO COMMERCIAL SUCCESS

2021 ◽  
Vol 3 (10) ◽  
pp. 97-105
Author(s):  
S. A. Filin ◽  
◽  
K. A. Kholoptseva ◽  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
New Products ◽  
Business Development ◽  
Point Of View ◽  
Commercial Success ◽  
Modern Business ◽  
Grouping Study ◽  
Current Stage

The purpose of the article is to propose a recommendation on the formation of a business model effective in modern conditions. Methods of system and factor analysis, economic and mathematical modeling, grouping, study and synthesis of information and assessment were applied. The essence and content of modern business models were analyzed from the point of view of achieving the commercial success of the organization, including using the example of Tinkoff JSC. It was concluded that the success of the organization at the current stage of business development depends on the development and implementation of new products and processes in the production and management of the organization. In the field of management, this idea is manifested in different forms of organizing business processes, for example, in business groups, business models.

scholarly journals Business Model for Czech Agribusiness

2015 ◽  
Vol 46 (3) ◽  
pp. 128-136 ◽  
Author(s):  
Jana Poláková ◽  
G. Koláčková ◽  
I. Tichá
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Theoretical Background ◽  
Business Modelling ◽  
New Business ◽  
Definition Of

Abstract Business modelling facilitates the understanding of value creation logic in organizations in general. Identifying the components of business models based on different criteria helps understanding the fundamentals of business and the position of entrepreneurs and managers in companies. The present research is focused on the definition of a specific business model for the Czech agribusiness sector. Based on the theoretical background and evaluation of selected business models, the aim is to create a new business model, using components which take into account the specifics of this particular industry.

Value creation mechanisms of business models

2018 ◽  
Vol 19 (3) ◽  
pp. 166-176 ◽  
Author(s):  
Vladyslav Biloshapka ◽  
Oleksiy Osiyevskyy
Keyword(s):  
Business Model ◽  
Value Creation ◽  
Business Models ◽  
Business Value ◽  
Value Proposition ◽  
Value Appropriation ◽  
Value Capture ◽  
Fine Grained ◽  
Case Vignettes ◽  
Current Article

Management scholars and practitioners generally agree that the primary functions of a business model are value creation and value capture. However, the meaning (conceptualization) of these terms, their measurement, and the factors and mechanisms affecting them remain contentious. In the current article, we provide answers to these questions by clarifying the consumers’ value creation and business value capture constructs. Then, we demonstrate how they are determined by four business model mechanisms: value proposition and value targeting (affecting consumers’ value through willingness to pay) and value appropriation and value delivery (affecting business value through price and cost). We demonstrate that a fine-grained analysis of a business model’s value creation cannot be adequately performed without reference to these four mechanisms. The developed conceptual framework is illustrated and corroborated by the mini-case vignettes. We finish by outlining an application of the proposed framework to two crucial real-world business model situations: escaping the Giver Trap and remaining the Winner.

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 The Research Council of Norway’s publication grants for scholarly journals: present status and the road ahead

2014 ◽  
Author(s):  
Rune Rambæk Schjølberg
Keyword(s):  
Social Sciences ◽  
Business Model ◽  
Present Status ◽  
Research Council ◽  
Business Models ◽  
Point Of View ◽  
Scholarly Journals ◽  
The Road ◽  
New Business ◽  
Grant Scheme

The Research Council of Norway’s publication grant scheme has since 1993 contributed to the publication of scholarly journals in the humanities and social sciences. Presently 44 Norwegian journals receive support from the Councils Publications committee. Through the Nordic Publications Board (NOP-HS) RCN also contributes to the publication of 41 Nordic scholarly journals. This presentation will focus on the challenges facing new and existing business models for scholarly journals from the Research council’s point of view, including comments on the new business model proposed by Gunnar Sivertsen.

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