Understanding Business Models on the Cloud

2018 ◽  
pp. 1141-1152
Author(s):  
Arash Najmaei
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
Public And Private ◽  
Business Modelling ◽  
The Relationship ◽  
Technological Paradigms ◽  
Technological Model

The relationship between business models and cloud-based systems has not been explicitly discussed in the literature. In this paper I posit that the intersection between business models and cloud computing creates two distinctive technological paradigms: cloud computing as a business model which can be seen as the development of cloud computing driven business models' (hereafter CCBM) and cloud computing-enhanced or enabled business models which can be broadly thought of as improved business modelling with the help of cloud computing (hereafter BMCC). The former refers to a technological model or system that commercializes value solely created by cloud-based systems in public and private sectors whereas the latter refers to various ways that cloud-based systems are integrated into existing business models to enhance, improve or enable creation and commercialization of new value. An explicit acknowledgement of these two trajectories and their underling architecture are remarkably absent in the literature. This chapter addresses this deficiency.

Understanding Business Models on the Cloud

2019 ◽  
pp. 248-260
Author(s):  
Arash Najmaei
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
Public And Private ◽  
Business Modelling ◽  
The Relationship ◽  
Technological Paradigms ◽  
Technological Model

The relationship between business models and cloud-based systems has not been explicitly discussed in the literature. In this chapter, the authors posit that the intersection between business models and cloud computing creates two distinctive technological paradigms: cloud computing as a business model which can be seen as the development of cloud computing driven business models' (hereafter CCBM) and cloud computing-enhanced or enabled business models which can be broadly thought of as improved business modelling with the help of cloud computing (hereafter BMCC). The former refers to a technological model or system that commercializes value solely created by cloud-based systems in public and private sectors whereas the latter refers to various ways that cloud-based systems are integrated into existing business models to enhance, improve, or enable creation and commercialization of new value. An explicit acknowledgement of these two trajectories and their underling architecture are remarkably absent in the literature. This chapter addresses this deficiency.

scholarly journals Exploring a circular business model: Insights from the institutional theory perspective and the business model lens

2021 ◽  
pp. 146575032110555
Author(s):  
Ufuk Alpsahin Cullen
Keyword(s):  
Business Model ◽  
Business Models ◽  
Value Systems ◽  
Business Modelling ◽  
Environmental Value ◽  
Value Cocreation ◽  
Business Profitability ◽  
Paradigmatic Change ◽  
Underlying Mechanisms ◽  
The Impact

Circular entrepreneurship is becoming a new, promising reality, in the manner of needed radical paradigmatic change in the era of Anthropocene. Circular entrepreneurs intend to create social and environmental value while they build financially viable businesses. They are embedded in multiple institutionalised value systems that they are expected to adhere to. Those institutionalised systems provide circular entrepreneurs with different, in many cases, contradictory norms, values and guiding principles. Substantial amount of research has been done to date to examine the impact of institutions on entrepreneurial endeavours. And yet, research lacks sufficient insights into how circular entrepreneurs engage with the institutional structures in designing business models on a financially feasible ground while creating social and environmental value. To address this, this paper investigates how circular entrepreneurs respond to the value systems of surrounding institutions in business modelling and how two fundamental aspects of embeddedness, namely resource integration and value cocreation, are achieved within a circular business model that is coherent in itself and with the entrepreneur's ambitions. Both the institutional context and the institutional logics surrounding entrepreneurs are examined to comprehend the surrounding institutional systems more in-depth and extensively. By analysing a longitudinal in-depth case study, this article aims to develop better insights into circular business modelling and underlying mechanisms of embeddedness. The case is a born-circular small cidermaker in Cornwall (UK), namely Wasted Apple. The findings show that the circular entrepreneur is surrounded by dominant normative institutions forming the principles of business model design. circular entrepreneurs mark fidelity to the institutional norms to obtain a range of microcompetencies and to manage integrated hybrid tensions within the value creation system. And therefore, a circular business model is a more holistic and inclusive structure as compared to a typical conventional linear business model. And yet, paradoxically embeddedness facilitates business survival but hinders strategic business planning as well as business profitability and growth.

scholarly journals The Green Multi Business Model Innovation Brain

2021 ◽  
Author(s):  
Peter Lindgren
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Green Technologies ◽  
Sustainable Business ◽  
Case Examples ◽  
Innovation Potential ◽  
Business Modelling ◽  
Model Ecosystems ◽  
Green Business

Advanced Green technologies integrated in Business Models and Green Multi Business Model Innovation processes introduce a new leadership and management agenda of Green Business Models. Fast innovation of sensing, persuasive and virtual Business Modelling that can operate autonomously and dynamically primarily lead by machines. Green Multi Business Model Innovation Brains will soon be the state of the art in Business that want to become Green – but also for businesses that want to do circular and/or sustainable business modelling. Businesses will build Green Multi Business Model Innovation competence and advanced Green Multi Business Models Innovation Brains capable to innovated and operate Green Business Models to all kinds of Business Model Ecosystems. This will open up to new Green Multi Business Model Innovation potential and create a new generation or archetypes of Business Models, new practice of Multi Business Model Innovation. The paper is a second articles and extension of a conceptual paper on Multi Business Model Brains. First paper was presented at the BIT Sindri IEEE Conference 2020 conceptualizing on how a Multi Business Model Brain could be constructed and would operate supported by advance sensor technologies, artificial intelligence technologies, deep learning, persuasive technologies, Multi Business Model Innovation pattern analysis and libraries of BM archetypes. In combination they will all be important supporting tools to the Multi Business Model Innovation Brain – but now also to the Green Multi Business Model Innovation Brain. 8 case examples shows how Green Multi Business Model Innovation Brains can work in different contexts – in physical, digital, virtual and combined Business Model ecosystems.

Business Modeling to Improve Auditor Risk Assessment: An Investigation of Alternative Representations

2014 ◽  
Vol 28 (2) ◽  
pp. 231-256 ◽  
Author(s):  
J. Efrim Boritz ◽  
Carla Carnaghan ◽  
Paulo S. Alencar
Keyword(s):  
Risk Assessment ◽  
Business Model ◽  
Business Models ◽  
Financial Statement ◽  
Alternative Methods ◽  
Audit Risk ◽  
Strategic Goals ◽  
Diagrammatic Representations ◽  
Model Components ◽  
The Relationship

ABSTRACT This study investigates the effects of alternative methods for documenting business models on audit risk assessment behavior. We consider tabular versus diagrammatic representations of the relationship between business model components such as environmental factors, strategic goals, internal processes and resources, and financial statement accounts. Multiple scenarios based on a real company were constructed and 24 participants, including audit partners, managers, and novice auditors performed a risk assessment for each scenario, presented in either a diagrammatic or a tabular format. The participants' verbal discussions as they performed the risk assessments were tape recorded, transcribed, and coded. A content analysis of the participants' coded verbal behavior indicates that the tabular presentation appears to elicit more frequent mention of accounts by the participants, while the diagram format leads to more mentions of other business model components. There is also some evidence of expertise effects. This study indicates that a tabular presentation can possess many of the benefits often associated with a diagrammatic representation. However, in our study, obtaining such benefits involved the deliberate structuring of the tabular presentation to organize the components of the business model and the links between them and financial statement accounts.

A University of Greenwich Case Study of Cloud Computing

2015 ◽  
pp. 1140-1161 ◽  
Author(s):  
Victor Chang ◽  
Gary Wills
Keyword(s):  
Cloud Computing ◽  
Supply Chain ◽  
Business Model ◽  
Business Models ◽  
The Other ◽  
Added Value ◽  
It Services ◽  
Success Criteria ◽  
The University

This chapter proposes a new Supply Chain Business Model in the Education domain and demonstrates how Education as a Service (EaaS) can be delivered. The implementation at the University of Greenwich (UoG) is used as a case study. Cloud computing business models are classified into eight Business Models; this classification is essential to the development of EaaS. A pair of the Hexagon Models are used to review Cloud projects against success criteria; one Hexagon Model focuses on Business Model and the other on IT Services. The UoG case study demonstrates the added value offered by Supply Chain software deployed by private Cloud, where an Oracle suite and SAP supply chain can demonstrate supply chain distribution and is useful for teaching. The evaluation shows that students feel more motivated and can understand their coursework better.

Proposal of a Business Model Based on the Triple Business Performance-E

2019 ◽  
pp. 123-143
Author(s):  
Carlos Ricardo Rey-Campero
Keyword(s):  
Business Model ◽  
Business Performance ◽  
Dynamic Capabilities ◽  
Business Models ◽  
Family Firms ◽  
Theoretical Framework ◽  
Systems Development ◽  
Model Based ◽  
Categorical Regression ◽  
The Relationship

This chapter aims to analyze the relationship between business models and dynamic capabilities in firms of the systems development sector of Bogota (Colombia). Based on the theoretical framework of business models, the author applies an analysis based on principal categorical components and categorical regression. Results show a correlation between the elements of the business model (strategy and dynamic capabilities) and business performance. In conclusion, the author proposes a business model endowed with efficiency, effectiveness, and efficacy for newly created micro, small, and medium-sized family firms that highly correlates with business performance.

Digital Economy, Business Models, and Cloud Computing

2019 ◽  
pp. 19-44 ◽  
Author(s):  
Abbas Strømmen-Bakhtiar
Keyword(s):  
Cloud Computing ◽  
Business Model ◽  
Business Models ◽  
New Technologies ◽  
Sharing Economy ◽  
Rapid Expansion ◽  
Human History ◽  
Recent Past ◽  
Digital Revolution ◽  
Technological Revolution

From the invention of writing to the steam engine and to computers, human history has been one of technological inventions and change. In our relatively recent past we have witnessed several technological revolutions which rapidly replaced one set of technologies by another, and in the process created what Schumpeter called the creative destruction. Today, we are witnessing a technological revolution that is changing the way we live, work, and communicate. We call this the digital revolution which brings with it new technologies, methods, and business models. This chapter discusses the digital revolution and the platform business model. This business model is used by many “sharing economy” businesses such as Airbnb and Uber. The success of this business model is dependent on the rapid expansion of its user-base. This business model requires infrastructure and applications that can cope with this rapid expansion. Cloud computing has been providing these services.

scholarly journals The breadth of business model reconfiguration and firm performance

2020 ◽  
pp. 147612702095513
Author(s):  
Panos Desyllas ◽  
Ammon Salter ◽  
Oliver Alexy
Keyword(s):  
Business Model ◽  
Business Models ◽  
Past Performance ◽  
Business Services ◽  
Knowledge Intensive Business Services ◽  
Knowledge Intensive ◽  
And Performance ◽  
Using Data ◽  
Original Survey ◽  
The Relationship

Looking at business models as systems of interdependent elements, we study how the breadth of an incumbent firm’s business model reconfiguration influences its performance. Drawing on the metaphor of firms searching on a performance landscape, we argue that the relationship between business model reconfiguration breadth and performance should form an inverted U-shape. While firms can gain from increasing business model reconfiguration breadth, these benefits need to be traded-off against the increasing complexity of its associated changes. We further predict that this inverted U-shape will flip for highly performing firms while being amplified for firms heavily active in innovation. Using data from an original survey of knowledge-intensive business services firms, we find that, on average, business model reconfiguration has little effect on performance. However, U-shaped effects clearly emerge when accounting for the effects of past performance and innovative activity. Our findings contribute to a better understanding of the conditional nature of the advantages stemming from business model reconfiguration.

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.

Exploring the dynamism of complementarities in executives’ business modelling knowledge structures

2014 ◽  
Vol 7 (4) ◽  
pp. 398-421 ◽  
Author(s):  
Arash Najmaei ◽  
Jo Rhodes ◽  
Peter Lok
Keyword(s):  
Business Model ◽  
Business Models ◽  
Knowledge Structure ◽  
Technological Knowledge ◽  
Manufacturing Firms ◽  
Structured Interviews ◽  
Content Type ◽  
Dynamic Markets ◽  
Business Modelling ◽  
Interactive Nature

Purpose – The purpose of this paper is to explore and explain how market and technological knowledge gained by executives interact in a complementary fashion to form the knowledge structure of their business model which in turn enable them to make sense of underlying complexities surrounding management of strategic courses of action. Design/methodology/approach – Unitizing, categorizing, and classifying (UCC) in conjunction with pattern-matching (power and proof quotes) as qualitative methods were used to analyse a series of semi-structured interviews with eight executives from five small manufacturing firms in Australia. Findings – It was found that executives’ business modelling knowledge structure defined as the knowledge base that underpins their business models is developed from four interactions that exist between their market and technological knowledge. Particularly, executives can learn about technological aspects of their business model from market knowledge they acquire and also learn about marketing issues of their business model from technological knowledge they acquire. This interactive nature offers novel insights into versatility and fungibility of executives’ knowledge as a strategic resource that defines how business models evolve and shows how executives use knowledge as a non-rivalrous resource in different ways for developing different business models. Research limitations/implications – This study is limited in scope to: first, the context of executive of Australian small manufacturing firms and second, limited sources of data. Practical implications – This study offers important implications for business modelling and strategic formulation of practicing managers. It particularly contributes to a fuller understanding of how executives’ learning contributes to the cognitive formation of business models. It also helps executives gain new insights into the importance of various types of knowledge and the complementary nature of their interactions in the development of novel mental models as a key managerial competency in today’s dynamic markets. Originality/value – The conceptual framework developed and findings reported in this study have not been previously studied and offer novel insights into the literature on knowledge-based management, competitiveness, and business modelling.

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