Improved Global Competitiveness on the Basis of New Business Models Influenced by Dynamic Strategic Thinking

2020 ◽  
pp. 271-288
Author(s):  
Drago Dubrovski
Keyword(s):  
Business Models ◽  
Global Market ◽  
Strategic Thinking ◽  
Competitive Advantages ◽  
Current Crisis ◽  
Global Competitiveness ◽  
New Business ◽  
Modern Business ◽  
New Business Models ◽  
A Current

In modern business, dynamic changes in the environment (macro trends) provoke changes within the company. Companies can protect themselves from latent, acute crises. In addition, companies can navigate a turbulent environment while ensuring organizational existence and development. Organizational forms and characteristics, as well as business models to maintain or increase existence and create competitive advantages in the global market, are increasingly sought in a more creative manner. These actions are based on dynamic strategic thinking. Revolutionary methods are often required for the creation and adaptation of competitive business models. The data from companies that face a current crisis show a gap between the need to change business models and the introduction of adapted business models to achieve the desired level of competitiveness.

Proactive Organizational Structure in Financial System

2015 ◽  
pp. 393-404
Author(s):  
Korhan Arun ◽  
Tekin Yenigün
Keyword(s):  
Structural Changes ◽  
Business Models ◽  
Success Factor ◽  
Operation System ◽  
Critical Success ◽  
Reactive Behavior ◽  
New Business ◽  
Modern Business ◽  
Service Sectors ◽  
New Business Models

Technology alters the structure of the systems in the finance and service sectors. Nevertheless, technology has been chancing operating systems and as a source to the emergence of new business models. The boundaries of departments in enterprises are weakened and disappeared, these changes give rise to the emergence of showing less commitment in the behavior of employees. In modern business the survival of the organizations does not seem possible, which see success in reactive behavior of the strategy-structure-interaction classical triple. Critical success factor is based foresight and proactivity in all areas of operations including organizing. In this chapter, enterprise organizations' financial departments and resulting changes of structures of the financial sector entities, the effects of this structural changes in the operation system with the new business models is discussed, the tips on how financial system's agencies and departments can fulfill the requirements of proactive nature revealed is studied.

Corporate Sustainability In A Fragile Planet

2019 ◽  
pp. 640-664
Author(s):  
Suzanne Benn ◽  
Melissa Edwards
Keyword(s):  
Product Life Cycle ◽  
Business Models ◽  
Management Practices ◽  
Corporate Sustainability ◽  
Resource Depletion ◽  
Global Market ◽  
Business Practices ◽  
Organizational Governance ◽  
New Business ◽  
New Business Models

New business models forming in the circular and sharing economies are enabling transitions to the adoption of sustainable business practices. Such new business models address resource depletion, issues associated with waste management, and innovative design of products and services. Transition requires new management practices and resource stewardship models that go beyond the traditional product life cycle requiring collaborative or inter-organizational governance structures. Global market challenges are faced, such as incorporating the cost of externalities, capitalizing on impact investing, developing integrated frameworks to account for sustainability performance, and enhancing corporate resilience and adaptation in regard to climate change.

High Performance IT as Strategic Partner for HR Management

2010 ◽  
pp. 1871-1880
Author(s):  
Ferdinado Pennarola ◽  
Leonardo Caporarello
Keyword(s):  
High Performance ◽  
Business Models ◽  
Business Processes ◽  
Strategic Partner ◽  
Business World ◽  
Hr Management ◽  
New Business ◽  
Modern Business ◽  
Constant Growth ◽  
New Business Models

The constant growth of the role that information technology (IT) is playing in business today has led to the development of new business models and new business processes (Cline & Guynes, 2001). In the modern business world, characterized by such things as internationalization and cooperation between organizations from different industries, companies are faced with a great many challenges, including: The integration of data sources, applications, platforms, and businesses; The technological and organizational flexibility needed to respond efficiently to changes in the marketplace; The creation of systems that are reliable, robust, and flexible, and that are able to keep pace with the changing needs of their users; Product and service quality. As such, companies are increasingly recognizing the importance of effective IT management (Broadbent & Weill, 1997).

High Performance IT as Strategic Partner for HR Management

2009 ◽  
pp. 420-427
Author(s):  
Ferdinando Pennarola ◽  
Leonardo Caporarello
Keyword(s):  
High Performance ◽  
Business Models ◽  
Business Processes ◽  
Strategic Partner ◽  
Business World ◽  
Hr Management ◽  
New Business ◽  
Modern Business ◽  
Constant Growth ◽  
New Business Models

The constant growth of the role that information technology (IT) is playing in business today has led to the development of new business models and new business processes (Cline & Guynes, 2001). In the modern business world, characterized by such things as internationalization and cooperation between organizations from different industries, companies are faced with a great many challenges, including: The integration of data sources, applications, platforms, and businesses; The technological and organizational flexibility needed to respond efficiently to changes in the marketplace; The creation of systems that are reliable, robust, and flexible, and that are able to keep pace with the changing needs of their users; Product and service quality. As such, companies are increasingly recognizing the importance of effective IT management (Broadbent & Weill, 1997).

scholarly journals NEW ECONOMIC CONCEPTS SHAPING BUSINESS MODELS IN POST-PANDEMIC ERA

2021 ◽  
Author(s):  
Iza Gigauri
Keyword(s):  
Business Models ◽  
Secondary Data ◽  
Digital Economy ◽  
Economic Recovery ◽  
Research Approach ◽  
Exploratory Research ◽  
New Business ◽  
New Business Models ◽  
A Current

Low-Touch Economy is emerging due to the COVID-19 pandemic that has caused dramatic changes in all aspects of society including the way business is operating. The lockdown policies aiming at avoiding the spread of the new coronavirus in almost every country led to disruptions in business continuity.The aim of this paper is to overview a new concept of Low-Touch Economy and its possible implications on Business Models in connection with the Digital Economy. The article also outlines the concept in light of the circular and sharing economic theories. The exploratory research approach allows reviewing the current literature and gathering secondary data about Low-Touch Economy and its implications on business dealings. The Bibliographic research of recent works shows the role of the Low-Touch Economy and Digital Economy in searching for new business models and their potential to accelerate economic recovery after the pandemic.The article concludes by suggesting that organizations should adapt their business models to the new reality. It contributes to a current ongoing discussion on ways out of the crisis. This article fulfills an identified need to study how Low-Touch Economy along with Digital Economy can help the business to continue operations during the pandemic and how the concepts underpinning business models can enable fast economic recovery. Future empirical research will reveal the capability of the Low Touch Economy in different industries as well as various countries around the globe.

scholarly journals PACKAGE PLANNING OF AUTONOMOUS VEHICLE CONCEPTS

2021 ◽  
Vol 1 ◽  
pp. 2369-2378
Author(s):  
Adrian König ◽  
Daniel Telschow ◽  
Lorenzo Nicoletti ◽  
Markus Lienkamp
Keyword(s):  
Autonomous Vehicles ◽  
Business Models ◽  
New Technologies ◽  
Autonomous Vehicle ◽  
Autonomous Driving ◽  
Vehicle Concept ◽  
Passenger Cars ◽  
New Business ◽  
New Business Models ◽  
A Current

AbstractAutonomous driving will not just change vehicles themselves, but also the entire concept of mobility. New business models and the expansion of individual mobility to new groups of society are merely examples of possible impact. In order to create optimal vehicles for new technologies right from the start, vehicle concept optimization helps to find suitable solutions from numerous possible variations. The package as part of a vehicle concept is currently focused on passenger cars with steering wheels and pedals. Therefore, a new method is needed to plan the package of driverless and autonomous vehicles. In this paper, we present a possible method that separates the vehicle into the interior and the front and rear wagon. This way, different seating layouts can be considered and evaluated in terms of package efficiency. In the results, we check the plausibility by rebuilding a current battery electric vehicle (BEV) and, by way of example, show the variation of the gear angle and different seating layouts, and the resulting package efficiency.

E-Procurement Success Factors

2007 ◽  
pp. 42-75 ◽  
Author(s):  
Mateja Podlogar
Keyword(s):  
Success Factors ◽  
Business Models ◽  
Time Factors ◽  
Global Market ◽  
Information Economy ◽  
Competitive Position ◽  
New Information ◽  
New Business ◽  
Cost Factors ◽  
New Business Models

This chapter introduces e-procurement as a strategic tool for organizations’ competitive position in the new information economy. It argues that that eprocurement is significantly changing the ways businesses operate and thus new business models are needed. E-procurement success factors that have to be considered are: cost factors, time factors, process simplification factors and the volume of e-transactions factors. By gaining understanding of the most important e-procurement factors, organizations have to organize themselves in a way that ensures success. Furthermore, author hopes that with knowing such factors, organizations will be able to better prepare for e-procurement and thus operate successfully and thus be able to compete in the global market.

scholarly journals The strategy for combining online and offline business model for MSMEs

2021 ◽  
Vol 10 (4) ◽  
pp. 406-419
Author(s):  
Leni Kusmiyati ◽  
Anjar Priyono
Keyword(s):  
Business Model ◽  
Business Models ◽  
Global Market ◽  
Managerial Ability ◽  
Knowledge Based ◽  
Business Units ◽  
New Business ◽  
Environmental Capability ◽  
A Company ◽  
New Business Models

Digital transformation has created an information revolution, eliminated boundaries, created a knowledge-based global market, and in MSMEs finding new business models, conducting business transactions and collaborating in all fields to form economic strength. Activities that are completely digital, even transaction activities are carried out digitally because they are faster, more effective and efficient. Therefore, MSMEs can apply a business model strategy that can combine online and offline activities. To increase their capability, MSMEs start with developing strategies to become hybrid businesses and combined online and offline business models. In this case, the authors conducted research on MSMEs that use strategies to combine online and offline business, this study offers guidance for MSMEs on what strategies should be used in achieving a business hybrid so that online and offline business models can be combined. In the formation of a business hybrid, there are five capabilities, namely, assimilative capability, ambidextrous capability, environmental capability, autonomous capability and digital and non-digital competitiveness capability. The ability of assimilative can improve managerial ability in the company, absorb knowledge or resources not only from the external environment, but can come from different business units within a company.

scholarly journals Business Models in the Industry 4.0 Environment—Results of Web of Science Bibliometric Analysis

2022 ◽  
Vol 8 (1) ◽  
pp. 19
Author(s):  
Sandra Grabowska ◽  
Sebastian Saniuk
Keyword(s):  
Competitive Advantage ◽  
Bibliometric Analysis ◽  
Industry 4.0 ◽  
Business Models ◽  
Industrial Revolution ◽  
Strategic Thinking ◽  
Research Areas ◽  
New Business ◽  
Modern Business ◽  
Business Practitioners

The Fourth Industrial Revolution affects the operations of companies and results in new strategic thinking. The changes resulting from the requirements of Industry 4.0 force restructuring in many areas of management or the building of new business models. The aim of this article was to indicate the pillars that will form the basis for building business models of enterprises functioning in the era of Industry 4.0. The research methods used in this article were bibliometric analysis and analysis of the content of sophisticated publications. The results of this research are the analysis of the dynamics of publications in the area of business models in the era of Industry 4.0, an indication of the research areas undertaken in these publications and the identification of the pillars that will constitute the basis for building business models in the era of Industry 4.0. Business models in the era of Industry 4.0 are to be a method of increasing and using the company’s resources in order to achieve a competitive advantage through personalization of products and their new quality; their key competitive advantage will be a structure based on a network of cyber-physical cooperation. This article is dedicated to scientists and business practitioners looking for tips for building modern business models.

Introduction

2017 ◽  
Author(s):  
Henk Volberda ◽  
Frans van den Bosch ◽  
Kevin Heij
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Competitive Advantages ◽  
Research Model ◽  
New Business ◽  
Research Questions ◽  
Innovation Strategies ◽  
New Business Models

Chapter 1 starts with the case of Kodak and the development of the electronic still camera to illustrate the pivotal importance of business model innovation. This opening chapter looks at why business model innovation is needed, sets out the research model and key research questions, and outlines the main elements to be discussed in subsequent chapters. These include: the changing competitive environment; business model innovation strategies; levers of business model innovation; catalysts and inhibitors in business model innovation; and competitive advantages of new business models. These elements form the basis of the present research model. Chapter 1 sets out a series of questions that will be addressed in this book.

Sign in / Sign up

Export Citation Format

Share Document