scholarly journals Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”?

2020 ◽  
Vol 12 (13) ◽  
pp. 5239 ◽  
Author(s):  
Peter M. Bican ◽  
Alexander Brem
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Digital Technology ◽  
Business Models ◽  
Transformation Process ◽  
Digital Transformation ◽  
High Tech ◽  
Business Units ◽  
Prior Literature ◽  
Digital Entrepreneurship

Digitalization plays a major role in contributing towards the United Nations Sustainable Development Goals. Without transformation of existing businesses, both economic and environmental challenges of the future cannot be solved sustainably. However, there is much confusion on interrelationships and terms dealing with digitization or digitalization: Digital business model, digital transformation, digital entrepreneurship. How do these terms interrelate with and to digitalization, and how do they support firms to grow sustainably? To answer this question, we identified seven core digital-related terms based on a structured literature search within the management and economics domain, namely: Digital, Business Model, Digital Business Model, Digital Technology, Digital Innovation, Digital Transformation, and Digital Entrepreneurship. Thereafter, we analyzed prior literature for deriving a common understanding and definition as a basis for interrelations within a conceptual framework. Definitions were presented in a case study setup with twelve innovation and research and development (R&D) managers from various business units of a German high-tech company. Based on these insights, we propose a conceptual framework on how Digital Readiness, Digital Technology, and Digital Business Models might sustainably relate to Innovation, moderated by a Digital Transformation Process. With this approach, we aim to equip practitioners and researchers alike in handling and addressing change through digitalization sustainably.

scholarly journals A Data-Enabled Business Model for a Smart Healthcare Information Service Platform in the Era of Digital Transformation

2021 ◽  
Vol 2021 ◽  
pp. 1-9
Author(s):  
Yu Su ◽  
Fei Hou ◽  
Mingde Qi ◽  
Wanxuan Li ◽  
Ying Ji
Keyword(s):  
Business Model ◽  
Digital Technology ◽  
Business Models ◽  
Medical Information ◽  
Information Service ◽  
Service Innovation ◽  
Digital Transformation ◽  
City Development ◽  
Service Platform ◽  
Smart Healthcare

Digital technology has promoted service innovation and provided effective technical support for public service innovation in recent years. Smart healthcare, a key element of smart city development, has gradually become an important issue in government administration. Digital technology is deeply embedded in healthcare services and reshapes value creation through digital transformation. This study combines data-enabled platform business models and value cocreation and adopts a case study approach to develop a business model for a medical information service platform that allows stakeholders to cocreate value through service exchange and resource integration in smart healthcare ecosystems, promotes efficient and coordinated applications of information, and realizes innovative development in the medical industry.

scholarly journals A framework for digital transformation and business model innovation

2020 ◽  
Vol 25 (2) ◽  
pp. 111-132
Author(s):  
Chanté van Tonder ◽  
Chris Schachtebeck ◽  
Cecile Nieuwenhuizen ◽  
Bart Bossink
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Business Models ◽  
Industrial Revolution ◽  
Business Model Innovation ◽  
Digital Transformation ◽  
Bibliographic Databases ◽  
The Third ◽  
Fourth Industrial Revolution ◽  
Customer Centricity

With the advent of the Fourth Industrial Revolution, businesses are adapting to the use of digitalisation which requires the digital transformation of their existing business models. However, there is limited empirical research on this phenomenon. The purpose of this study is twofold: (i) to develop a framework for businesses to digitally transform their business models and (ii) to examine literature in order to identify and analyse the constructs underlying the three concepts of Digitalisation, Digital Transformation and Business Model Innovation. The study is qualitative in nature and is based on a narrative review. Relevant articles were identified by using international bibliographic databases and scrutinised using thematic analysis. The findings reveal that the first two constructs require digital capabilities and a digital strategy. The third construct requires digital transformation in the realm of customer-centricity, resources, processes and profit. A set of propositions was formulated and the commonalities were mapped. Based upon this map, a conceptual framework was developed. The findings will assist in the development of future instruments that can guide businesses to digitally transform existing business model elements. This study aims to fill the gap on how business model innovation should be pursued through digital transformation by developing a conceptual framework.

scholarly journals Digital Entrepreneurship in Finance: Fintechs and Funding Decision Criteria

2020 ◽  
Vol 12 (19) ◽  
pp. 8035
Author(s):  
Kristin Hommel ◽  
Peter M. Bican
Keyword(s):  
Decision Making ◽  
Digital Technology ◽  
Business Models ◽  
Global Financial Crisis ◽  
Regulatory Requirements ◽  
Digital Innovation ◽  
Prior Literature ◽  
Financial Technology ◽  
Digital Entrepreneurship ◽  
Decision Making Criteria

After the 2007–08 global financial crisis, research flourished on entrepreneurship through digital innovation in the financial market as well as on investors’ influence on digital technology-based entrepreneurs’ funding decisions. This study combines these two research streams to analyze the decision-making criteria for funding financial technology companies (fintechs), hybrid companies that combine digital entrepreneurship, technology, and banking. The study first uses prior literature to derive important characteristics to define fintechs and then uses 12 expert interviews to elaborate on decision-making criteria in funding. Except for smaller peculiarities, fintech funding does not appear to differ from that of other digital entrepreneurship in different markets, and—as with most digital business models—scalability was identified as a key criterion. Additionally, by serving as a major provider of money for young companies, banks have changed their role and positioning in funding new financial technology entrepreneurs. Through developments in digital technology, banks have shifted from traditional money-lending activities (i.e., debt-financing) to becoming stakeholders in fintechs and, hence, equity investors. We also describe how these formerly distinct fields have converged due to regulatory requirements, digital newcomers, and a need for constant innovation, with their future sustainable development dependent on sharing and collaboration.

Bucking the Trend: A Look at Zyme Solutions' Non-linear Business Model for IT Services from India

2011 ◽  
Vol 15 (01) ◽  
pp. 37-62 ◽  
Author(s):  
D.V.R. Seshadri
Keyword(s):  
Business Model ◽  
Service Provider ◽  
Business Models ◽  
Linear Growth ◽  
High Tech ◽  
Data Service ◽  
It Services ◽  
Software Companies ◽  
Non Linear ◽  
Vertical Market

The case describes XGen Technologies (name disguised), an India-based IT Enabled Services (ITES) company having to grapple with the issues of linear growth. The company's headcount had touched a whopping 40,000 and managing such a large setup was becoming a severe challenge, putting immense pressure on Partha Sen, the CEO, to adopt an innovative business model to sustain historical growth rates of revenue and profitability. This situation was similar to what most Indian ITES companies faced: they had been clocking impressive growth, yet there were concerns about the future. The case then describes some of the strategies that software companies have been adopting in order to achieve greater non-linearity in their business. In particular, the case concentrates on Zyme Solutions, Inc., a fully outsourced hosted data service provider to the high-tech vertical market, which has built as a non-linear business from the ground up, without the legacy of the linear business models to contend with. Students are put in the place of Partha Sen, having to decide on an approach that established companies like XGen could adopt to transit to a non-linear model.

scholarly journals Corporate digital responsibility (CDR) in construction engineering—ethical guidelines for the application of digital transformation and artificial intelligence (AI) in user practice

2021 ◽  
Vol 3 (10) ◽  
Author(s):  
Bianca Weber-Lewerenz
Keyword(s):  
Artificial Intelligence ◽  
Business Models ◽  
Research Question ◽  
Transformation Process ◽  
Digital Transformation ◽  
Fundamental Rights ◽  
Ethical Framework ◽  
Ethical Guidelines ◽  
Ethical Perspective ◽  
Construction Engineering

AbstractDigitization is developing fast and has become a powerful tool for digital planning, construction and operations, for instance digital twins. Now is the right time for constructive approaches and to apply ethics-by-design in order to develop and implement a safe and efficient artificial intelligence (AI) application. So far, no study has addressed the key research question: Where can corporate digital responsibility (CDR) be allocated, and how shall an adequate ethical framework be designed to support digital innovations in order to make full use of the potentials of digitization and AI? Therefore, the research on how best practices meet their corporate responsibility in the digital transformation process and the requirements of the EU for trustworthy AI and its human-friendly use is essential. Its transformation bears a high potential for companies, is critical for success and thus, requires responsible handling. This study generates data by conducting case studies and interviewing experts as part of the qualitative method to win profound insights into applied practice. It provides an assessment of demands stated in the Sustainable Development Goals by the United Nations (SDGs), White Papers on AI by international institutions, European Commission and German Government requesting the consideration and protection of values and fundamental rights, the careful demarcation between machine (artificial) and human intelligence and the careful use of such technologies. The study discusses digitization and the impacts of AI in construction engineering from an ethical perspective. This research critically evaluates opportunities and risks concerning CDR in construction industry. To the author’s knowledge, no study has set out to investigate how CDR in construction could be conceptualized, especially in relation to digitization and AI, to mitigate digital transformation both in large, medium- and small-sized companies. This study applies a holistic, interdisciplinary, inclusive approach to provide guidelines for orientation and examine benefits as well as risks of AI. Furthermore, the goal is to define ethical principles which are key for success, resource-cost-time efficiency and sustainability using digital technologies and AI in construction engineering to enhance digital transformation. This study concludes that innovative corporate organizations starting new business models are more likely to succeed than those dominated by a more conservative, traditional attitude.

The Ontology of the OSS Business Model

2013 ◽  
pp. 40-58
Author(s):  
Spyridoula Lakka ◽  
Teta Stamati ◽  
Christos Michalakelis ◽  
Dracoulis Martakos
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Value Chain ◽  
Exploratory Study ◽  
Business Models ◽  
Methodological Approach ◽  
Theory Building ◽  
Revenue Model ◽  
Software Business

This study focuses on theory building providing a holistic conceptual framework that consists of an ontology based OSS business model and an OSS business model taxonomy. The study extends existing theory in OSS business models and corresponding taxonomies, based on the structured-case methodological approach. An exploratory study is conducted in two research cycles, for the identification, validation, and evaluation of the critical constructs of an OSS business model. Results reveal that OSS business models differ from traditional software business models, having specific features that affect the software value chain, the infrastructure, and the revenue model of an OSS oriented firm.

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.

Entrepreneurial or Not?

2016 ◽  
pp. 110-133
Author(s):  
Chitra Buckley
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Early Phase ◽  
Best Practice ◽  
Business Models ◽  
Survival Strategies ◽  
Growth Strategies ◽  
Model Concept ◽  
Micro Enterprises ◽  
Point Of Reference

UK fashion micro-enterprises, often founded by creative individuals, need to be entrepreneurially oriented and develop a business model that sustains their growth during the critical early phase. Literature on this phase offers guidance in best practice and survival strategies for the operational challenges that emerge, however the business models that sustain enterprise development and provide the blueprint for growth strategies have not been examined. This chapter explores how micro-enterprises integrate entrepreneurial actions into their business models. By applying literature on best practice in fashion designer businesses and entrepreneurial orientation (EO) to the business model concept, a conceptual framework is developed and serves as a point of reference to analyse the current business models of five micro-enterprises. The study finds that business models in this segment of the fashion sector are asymmetrical and EO emerges in some components of the business model and not others.

Digital Transformation

2021 ◽  
pp. 16-31
Author(s):  
Chandra Sekhar Patro ◽  
K. Madhu Kishore Raghunath
Keyword(s):  
Business Models ◽  
Digital Technologies ◽  
Digital Transformation ◽  
Product Reviews ◽  
Business Units ◽  
New Business ◽  
Modern Business ◽  
Business Enterprises ◽  
High Level ◽  
Effective Use

Digital transformation and innovative business models are enabling a high level of competition among business enterprises. The worldwide adoption of the internet and an increasing number of associated technologies have strengthened the digital transformation. Digital technologies allow the customers to co-create value by designing and customizing products, perform last-mile distribution activities, and help other customers by sharing product reviews. Digital transformation is an enterprise-wide phenomenon that leads to the development of new business. This is intrinsically linked to strategic changes in the business model as a result of the implementation of digital technologies models, which may be new to the focal business units or industry. The chapter articulates the influence of digital transformation on the performance of business enterprises in the competitive environment. It analyzes the barriers to the effective use of digital technologies and also the digital transference initiatives of modern business enterprises.

The Impact of Cloud-Based Digital Transformation on IT Service Providers

2017 ◽  
Vol 7 (4) ◽  
pp. 1-19 ◽  
Author(s):  
Trevor Clohessy ◽  
Thomas Acton ◽  
Lorraine Morgan
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
Service Providers ◽  
Digital Transformation ◽  
Focus Group Study ◽  
Model Framework ◽  
It Service ◽  
Technology Service ◽  
The Impact

Cloud-based digital transformation is having a profound impact on new and incumbent information technology service providers. In transitioning from traditional to cloud-based service provision, some IT service providers are experiencing substantial difficulties in realizing effective business models. Taking the perspective of 20 large business model mature and small and medium enterprise born-on-the-cloud multinational IT service providers, this focus group study contributes to the dearth of research examining the broader impact of cloud computing on IT service providers' business model. The study provides two core insights. First, using the STOF business model framework, the paper provides a vivid contextual understanding of the nuanced impact of cloud computing along four core business model domains: service, technological, organisational and financial. Second, the study identifies a number of salient challenges which are impacting IT service providers' efforts to effectively leverage the benefits of cloud-based digital transformation.

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