The Rise of the Creative Class

Hawaii International Conference on System Sciences

Business Models: Origin, Development and Future Research Perspectives

This is the title of this book. Of course, as a corporate body, a “company” cannot be intelligent. Intelligent enterprises are managed by intelligent people. The definition of intelligence, according to Webster’s Third New International Dictionary is: 
…to use one sexisting knowledge to meet new situations and to solve newproblems, to learn, solve new problems, to …create new relationships, to think abstractly; ability to perceive one senvironment, to deal with it …tjJectively, to atfjust to it, to work towarda goal : the degree of one salertness, awareness, or acuity.

The Intelligent Enterprise

This paper provides a theoretically grounded framework for designing and analysing business models for (mobile) ICT services and systems. It reviews the most topical literature on business modelling, as well as general strategic management, industrial economics and network economics literature, constructing a new integrated framework. Business model design is interpreted as the (re)configuration of control parameters on the one hand, and value parameters on the other hand within a particular innovation system.

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Business Modelling Revisited: The Configuration of Control and Value

Organizations are increasingly inter-connected as they source talent, goods and services from other organizations located in disparate parts of the world. They seek new ways of creating value for themselves, customers and partners. They operate outside and across traditional industry boundaries and definitions. These innovations have lead to a focus on business models as a fundamental statement of direction and identity. This paper highlights what is known about the business model concept and where and why it differs from more established concepts of business strategy. It illustrates how the application of business models has transformed organizations. The contribution of this paper is the guidance that it provides for business model design and the insight it provides into business models and their effects on organizations. Following an analysis of how business models can transform organizations, this paper concludes with practical recommendations for business model design.

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Organizational Transformation through Business Models: A Framework for Business Model Design

A paradox appears to thwart traditional knowledge sharing efforts in organizations: the greater the benefit of a piece of knowledge to an organization the less likely that it will be shared. This paper suggests that in order to mobilize knowledge where there is demand for it, it has to be activated. This paper considers the knowledge identity of the person whose knowledge is to be activated and uses these identities to analyze a case study in which highly distributed knowledge is activated. The analysis reveals activation effects needed to mobilize each of the knowledge identities.

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P. Keen

Papers

Organizational Transformation through Business Models: A Framework for Business Model Design

How to Overcome the Knowledge Paradox: Activate Knowledge Identity, Not Just Organize Information.