scholarly journals Coupling business models and business strategies to strategic thinking: a strategy-as-practice perspective / Acoplar modelos de negócio e estratégias empresariais ao pensamento estratégico: uma perspectiva de estratégia como prática

2021 ◽  
Vol 3 (5) ◽  
pp. 3750-3768
Author(s):  
Pedro Henrique Dutra de Abreu Mancini De Azevedo ◽  
Simone Vasconcelos Silva
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Strategic Change ◽  
Strategic Thinking ◽  
Business Strategies ◽  
Organizational Level ◽  
Model Concept ◽  
Practice Perspective ◽  
Strategy As Practice ◽  
Thinking Process

In this paper we make an investigation to examine how the business model and business strategy concepts are used as a strategizing device into managers’ strategic thinking process from the strategy-as-practice perspective. An action research method was applied in four Brazilian companies. We have collected empirical evidences that suggest that fitting the business model and the business strategy concepts appropriately into managers’ strategic thinking raises the chances that this process becomes more creative at the individual and at the organizational level. As opposed to other academic definitions, we have hypothesized that reaching strategic thinking at the organizational level is more influenced by the vision of the top management rather than by the strategic thinking abilities of middle managers. This paper extends strategy-as-practice research suggesting four ways that the business model concept can be used as a strategizing device. Also, we point out that the business model concept can give new directions to the strategic thinking research, as well as to the strategic change research. In the end, we suggest that strategy practitioners need to emphasize their strategic dialogues more on intentions rather than just on numbers. We also suggest that managers need to add experimentation into their strategic thinking process, in order to low the risk of taking competitive moves that comprise business model changes.

How to perform strategic change? A strategy as practice perspective

2020 ◽  
Vol 14 (3) ◽  
pp. 811-832
Author(s):  
Zelong Wei ◽  
Linqian Zhang
Keyword(s):  
Firm Performance ◽  
Strategic Change ◽  
Market Uncertainty ◽  
Data Set ◽  
Technological Uncertainty ◽  
Content Type ◽  
Practice Perspective ◽  
Strategic Changes ◽  
Strategy As Practice ◽  
Positive Effect

Purpose In spite of the significance of the strategic change, its high rate of failure inspires us to explore how to successfully enact new strategic change in a different environment. Based on strategy as practice perspective and effectuation theory, this study aims to extend extant literature by identifying two approaches performing strategic change (e.g. causation strategic change or effectuation strategic change) and investigating their effects on firm performance and also boundary conditions (e.g. market uncertainty or technological uncertainty). Design/methodology/approach Based on a data set from 238 firms in China, the authors empirically test the hypotheses through regression analysis. Findings The findings indicate that causation and effectuation strategic changes can promote firm performance. However, the roles of the two approaches vary with the external environment. Specifically, market uncertainty strengthens while technological uncertainty weakens the positive effect of causation strategic change. In contrast, technological uncertainty strengthens the positive effect of effectuation strategic change on firm performance. Originality/value This study extends research literature of strategic change by identifying causation and effectuation strategic changes and investigating how their roles vary with market uncertainty and technological uncertainty. The findings guide firms to adopt a fit approach to perform a strategic change in different external environments.

Integrative capability, business model innovation and performance

2019 ◽  
Vol 22 (3) ◽  
pp. 541-561 ◽  
Author(s):  
Changwei Pang ◽  
Qiong Wang ◽  
Yuan Li ◽  
Guang Duan
Keyword(s):  
Firm Performance ◽  
Business Model ◽  
Business Strategy ◽  
Business Model Innovation ◽  
Mediating Effect ◽  
Business Strategies ◽  
Cross Sectional ◽  
Content Type ◽  
Using Data ◽  
The Relationship

Purpose The purpose of this paper is to examine how business model innovation (BMI) mediates the relationship between integrative capability, business strategy and firm performance. Design/methodology/approach A literature review provides the model and hypotheses. Using a sample of 165 Chinese firms, the authors conduct the examination using a theoretical model and hypotheses following standard analysis methods. Findings The results show that BMI positively mediates the relationship between integrative capability and firm performance. Moreover, a differentiation strategy positively moderates the link between BMI and firm performance, while a cost leadership strategy presents a significantly negative moderating effect. Research limitations/implications First, the authors test the hypotheses using data from China; thus data from other emerging economies should be tested. Second, the authors use cross-sectional data in this study making it impossible to verify the dynamic developed in the process of BMI; a longitudinal study could provide a more comprehensive understanding. Third, the authors consider one intermediate mechanism to test the relationship of integrative capability and firm performance; additional factors may link integrative capability and firm performance. Practical implications The mediating effect of BMI suggests managers should pay more attention to BMI to improve firm performance, and they should understand that BMI’s role varies across different business strategies. Originality/value The paper is original in its investigation of the effect of integrative capability and BMI on firm performance using data from China and demonstrates the mediating effect of BMI on the relationship between integrative capability and firm performance.

scholarly journals USED THE BUSINESS MODEL OF CANVAS (BMC) TO CREATE ALTERNATIVE STRATEGIES IN BUSINESS DEVELOPMENT OF THE MICRO SMALL MEDIUM ENTERPRISES

2017 ◽  
Author(s):  
purwantoro ◽  
Rina Ari Rohmah
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Business Owners ◽  
Customer Segmentation ◽  
Business Strategies ◽  
Business Model Canvas ◽  
Small Medium Enterprises ◽  
The Right ◽  
Medium Enterprises

Micro Small medium enterprises (UMKM) in each state specifically in the ASEAN region faced with the situation of global competition. A very tight competition is forcing businessmen to Become the best. One of the ways that it can be Reached by the trade to be Able to be the best business strategy is Appropriate, effective and efficient. This research aims to find out how the application business model canvas in creating alternative business strategies for the development of UMKM. The second objective is to know the proper strategic alternatives for the development of UMKM. The methods used in this research is descriptive qualitative approach with the use of informants as respondents research. The source of data used is the business owners as much as 16 UMKM who open businesses in the downtown area of Pasir Pengaraian. Data collection techniques directly using interview techniques, observation and documentation. This research uses a template business model canvas to map strategy for the effort and combined with the SWOT analysis. Based on Data Obtained from the results of research, that the description of the business model approach of UMKM using Business Model Canvas outline can be used as Recommendations for business strategy, the business model of the which is currently already underway is Able to meet the Nine elements of the blocks on the template business model canvas. The findings of this research are that not all the UMKM business strategy and have just run a business without the vision of enterprise development. Based on the results of the SWOT analysis can be found that new alternative Efforts by optimizing internal strength in revenue streams on each of UMKM and conduct of elections to the right customer segments. Suggestions that may the researcher pointed out every UMKM should be more online to have the vision to grow and continue to innovate against products goods or services, increase of customer segmentation and the make use of business model canvas approach in making the strategy of the business.

scholarly journals Mechanism of profit management at the enterprises in financial globalization conditions

2018 ◽  
pp. 74-82
Author(s):  
Svetlana Khalatur ◽  
Irina Plisko
Keyword(s):  
Competitive Advantage ◽  
Business Model ◽  
National Economy ◽  
Business Strategy ◽  
Business Models ◽  
Point Of View ◽  
Business Strategies ◽  
Financial Globalization ◽  
Value Propositions ◽  
Scientific Practical

Subject of research – conceptual, theoretical-methodological and scientific-practical principles of profit management at enterprises. Aim of research is to investigate and describe the mechanism, factors, reserves and ways to increase the profitability of enterprises of the national economy of Ukraine in the conditions of financial globalization. Methods of research.  The article uses a set of methods of scientific research: statistical, historical, normative, analytical. From the methodological point of view, we note that this analysis refers to the period 2010-2017 years. Results of research. Having studied the ways to increase the profitability of enterprises in the market conditions, we can conclude that due to the lack of an effective business model for increasing the company's profitability in most of the enterprises of the national economy of Ukraine, there is a risk of shortfall in profits or even losses. It is argued that enterprises need to form an optimal business model for increasing profitability before performing financial and corporate activities in order to achieve the desired results. The problem is that many businesses use the concept of a business model and business strategy as interchangeable, which is not correct. Application of results.  The results of this study can be applied in the practice of financial and economic activity of enterprises of the national economy of Ukraine. Conclusions. In order for the company to grow and profit, it is very important that it has a reliable business model as well as a competitive strategy on how to differ from competitors. It is important to combine business model analysis with strategic analysis when an enterprise develops and implements a new business model to protect the results of a transformed business model from the point of view of competitive advantage. This link involves segmentation of the market, creating value propositions for each segment, and developing a variety of "isolation mechanisms" that will help avoid simulating business models / business strategies by competitors. In order to create and maintain a competitive advantage, and thus increase the profitability of the enterprise, differentiated and difficult to immitate, at the same time effective design for the business model of the enterprise is very important.

scholarly journals EVALUASI PENGEMBANGAN UMKM KABUPATEN ROKAN HULU MENGGUNAKAN BUSINES MODEL CANVAS

2019 ◽  
Vol 4 (2) ◽  
pp. 165-174
Author(s):  
Purwantoro Purwantoro
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Customer Segmentation ◽  
Business Strategies ◽  
Business Model Canvas ◽  
Data Source ◽  
Small Medium Enterprises ◽  
The Right ◽  
Medium Enterprises

Micro Small medium enterprises (UMKM) in each state specifically in the ASEAN region faced with the situation of global competition. A very tight competition is forcing businessmen to become the best. One of the ways that it can be reached by the trade to be able to be the best business strategy is appropriate, effective and efficient. This research aims to find out how the application business model canvas in creating alternative business strategies for the development of UMKM. The second objective is to know the proper strategic alternatives for the development of UMKM. The methods used in this research is descriptive qualitative approach with the use of informants as respondents research. The data source used is the business owners as much as 16 UMKM who open businesses in the downtown area of  Pasir  Pengaraian. Data collection techniques using interview techniques directly, observation and documentation. This research uses a template business model canvas to map strategy for the effort and combined with the SWOT analysis. Based on data obtained from the results of research, that the description of the business model approach UMKM using Business Model Canvas outline can be used as recommendations for business strategy, the business model which is currently already underway is able to meet the Nine elements of the blocks on the template business model canvas. The findings of this research are that not all the UMKM business strategy and have just run a business without the vision of enterprise development. Based on the results of the SWOT analysis can be found that alternative new efforts by optimizing internal strength in revenue streams on each UMKM and conduct elections to the right customer segments. Suggestions that may the researcher pointed out every UMKM should be more daring to have the vision to grow and continue to innovate against products goods or services, increase customer segmentation and make use of business model canvas approach in making the strategy of the business.

scholarly journals CHALLENGES, CHANCES, ALTERNATIVES FOR SMES AND THE THEORY OF „DEGROWTH"

2017 ◽  
Vol XIX (2) ◽  
pp. 245-249
Author(s):  
Katalin Takacs-Gyorgy
Keyword(s):  
Best Practices ◽  
Social Relationships ◽  
Business Model ◽  
Open Innovation ◽  
Innovation Process ◽  
Strategic Thinking ◽  
Business Strategies ◽  
Strategic Partnerships ◽  
Sustainable Economy ◽  
Reallocation Of Resources

To be successful strategic thinking from SMEs is required, they have to give appropriate answers to the changes that fit and serve the sustainable economy. It is characteristic that SMEs concentrate mainly on surviving and on daily stability, yet – despite of the frequently mentioned idea – they realize the necessity of renewal, and they are fond of innovation. The question arose: what kind of business model do we need. Future means that the reappraisal of the values based on trust, reallocation of resources, social relationships, restructuring factors of production, localization, reuse and recycling must be implemented in business strategies, showing the direction of innovation. It is important to define the role and place of the SMEs in innovation process in the context of de-growth, like innovation – imitation. Synthesis – open innovation, observation and adaptation of best practices, cooperation based on trust, participation in strategic partnerships. In the study messages of sustainable economy and ‘degrowth’ is summarized. Answers are being looked for the question: what kind of behavior and strategies are appropriate for the SMEs for successful renewal.

scholarly journals Implementasi Strategi Pengembangan Bisnis Dengan Business Model Canvas

2021 ◽  
Vol 4 (2) ◽  
pp. 51-61
Author(s):  
Bangkit Rambu Sukarno ◽  
Muhamad Ahsan
Keyword(s):  
Business Model ◽  
Business Strategy ◽  
Swot Analysis ◽  
Practical Implication ◽  
Customer Relationships ◽  
Business Strategies ◽  
Business Model Canvas ◽  
New Business ◽  
The Cost ◽  
Key Resources

This study aims to determine the mapping of existing business strategies and develop new business strategies into a business model canvas. The method used is descriptive qualitative. Data were collected through observation, documentation, and interview. The collected data were analyzed using SWOT analysis and the results were elaborated into nine elements of the Business Model Canvas. The results showed that the business strategy obtained from the Business Model Canvas mapping is good enough because each element supports each other to increase revenue. The practical implication is that several strategies must be improvised to increase revenue, including by developing key resources, increasing the cost structure for advertising, and persuading customers to become resellers as key partnerships, customer relationships, and channels.

scholarly journals How middle managers contribute to strategy formation process: connection of strategy processes and strategy practices

2010 ◽  
Vol 50 (4) ◽  
pp. 358-370 ◽  
Author(s):  
Rosalia Aldraci Barbosa Lavarda ◽  
María Teresa Canet-Giner ◽  
Fernando Juan Peris-Bonet
Keyword(s):  
Formation Process ◽  
Qualitative Methodology ◽  
Middle Management ◽  
Organizational Level ◽  
Strategy Formation ◽  
Emergent Strategy ◽  
Practice Perspective ◽  
Strategy As Practice ◽  
The University

The role of middle management is essential when managing integrative and emergent strategy formation processes. We stand out the importance of its role connecting micro and macro organizational level offering a very important contribution when examining the strategy-as-practice perspective and integrative strategy formation process. The main goal of this research is to analyse the relationship between the integrative strategy formation process and the roles of middle management under the strategy-as-practice perspective. To check it out we adopted a qualitative methodology droving a case analysis in a Spanish University. Data was collected by means of personal interviews with members of different levels of the Institution, documents analysis and direct observation. In advance of some results we find out that the University develops an integrative strategy formation process and confers to middle management an important role extended all over the organization.

Exploring dotcom failure: A mediator modeling approach

2004 ◽  
Vol 23 (4) ◽  
pp. 257-268
Author(s):  
Muhammad A. Razi ◽  
J. Michael Tarn
Keyword(s):  
Correlation Analysis ◽  
Business Model ◽  
Business Strategy ◽  
Practical Implication ◽  
Exogenous Variables ◽  
Front End ◽  
Endogenous Variables ◽  
Strategic Position ◽  
Angle Of View ◽  
Technology Strategies

In this research, the vital factors responsible for the demise of many dotcoms are identified and investigated. A mediator model is presented to explore possible relationships among the exogenous and endogenous variables in accordance with business and technology strategies. Two major analyses are conducted to examine the primary causes for dotcom failure. The first analysis examines the relationships between exogenous and endogenous variables based on the quasi-empirical findings from 50 failed dotcoms. The second analysis conducts a non-parametric correlation analysis of the variables. The results indicate that exogenous variables, fund and competition, influence the endogenous variables, staff, front-end operation, back-end operation, and business strategy. The practical implication of this study is to provide current and future dotcoms with another angle of view for assessing and adjusting their strategic position by evaluating those critical determinants and their inter-relationships so that a robust business model can be implemented.

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