Showing papers in "Long Range Planning in 2010"

TL;DR: In this paper, the authors explore the significance of business models and explore their connections with business strategy, innovation management, and economic theory, and understand how the enterprise can organize to best meet customers' needs, get paid for doing so, and make a profit.

TL;DR: In this paper, the authors explore the barriers to business model innovation, which previous academic research has identified as including conflicts with existing assets and business models, as well as cognition in understanding these barriers.

TL;DR: This work conceptualizes a firm's business model as a system of interdependent activities that transcends the focal firm and spans its boundaries and suggests two sets of parameters that activity systems designers need to consider: design elements and design themes that describe the architecture of an activity system.

TL;DR: This work presents a conceptual framework to separate and relate business model and strategy, and shows that the concepts of strategy and business model differ when there are important contingencies upon which a well-designed strategy must be based.

TL;DR: It is found that firm sustainability depends on anticipating and reacting to sequences of voluntary and emerging change, giving the label ‘dynamic consistency’ to this firm capability to build and sustain its performance while changing its business model.

TL;DR: The authors argue that studying business models as models is rewarding in that it enables us to see how they embody multiple and mediating roles, and illustrate their ideas with reference to practices in real world and to academic analyses, especially in this Long Range Planning Special Issue on Business Models.

TL;DR: In this article, the authors trace the gradual development of Grameen's expertise in formulating social business models, which require new value propositions, value constellations and profit equations, and as such, resembles business model innovation.

TL;DR: In contrast to conventional strategies that emphasize analysis, strategies that aim to discover and exploit new models must engage in significant experimentation and learning, a "discovery driven" rather than analytical approach as discussed by the authors.

TL;DR: In this paper, the authors present three core meta-capabilities to make an organization more agile: strategic sensitivity, leadership unity and resource fluidity, and propose a repertoire of concrete leadership actions to accelerate the renewal and transformation of business models.

TL;DR: In this paper, the antecedents and drivers of business model innovation in a Spanish dietary products business threatened by economic recession and heightened competition resulting from liberalization are studied, and the evolution of the new retail-market business model in two distinct phases: 1) a five-year phase of experiment and exploration followed by 2) a high-growth exploitation phase when the firm outperformed its competitors by a wide margin and internationalized successfully, in spite of its products and final end customers remaining basically unchanged.

TL;DR: In this paper, a comprehensive Web 2.0 framework is developed, which is illustrated with two cases and verified through in-depth interviews with Internet business managers, and strategic recommendations on how to what extent different Web2.0 aspects affect each business model type are developed.

TL;DR: In this article, the authors proposed a cross-sector business model concept to incorporate cross-sectors collaborations, arguing that such partnerships can create and deliver both social and economic value, which can be mutually reinforcing.

TL;DR: In this paper, the authors describe a business model that is growing in prevalence and that carries novel implications: the development of general-purpose technologies for licensing to downstream specialists, which can be employed by different potential downstream licensees, and can accommodate their different strategies.

TL;DR: In this article, the authors identify several types of complex business models organizations will need to adopt if they are to host paradoxical strategies, and they can engage these functions through team-centric or leader-centric structures.

TL;DR: In this paper, the authors examined seven market-leading companies in product design and found that each company used integration techniques, stressing both/and thinking to foster synergy, and splitting techniques, separating tensions to focus resources and action.

TL;DR: In this article, the authors examined whether organizations that use SPMSs engage in strategy formulation processes differently from those that use performance measurement systems (PMSs) which do not qualify as SPMS, or those which did not use any type of PMS, and found that the use of SPMS will relate to a greater frequency of strategy re-formulations and a more comprehensive strategic agenda, reflected through a greater number and a wider variety of strategic decisions in each strategy (re)formulation.

TL;DR: In this article, a business model approach complements corporate and business strategy approaches by combining several business models simultaneously to deliver value to different markets, building a portfolio of business model for managers, business model and business model portfolio are particularly useful to address customer's needs and organizational capabilities of the firm.

TL;DR: In this article, the authors propose a framework for addressing the challenges of poverty and human suffering so widespread around the world based on the WSWP action research program, and suggest that visionary businesses can play a role in creating new business models that open up new markets, and simultaneously attend to societal wealth improvements.

TL;DR: In this paper, an in-depth longitudinal inductive case study was conducted to examine the triggers, mechanisms and changes in the evolving individual business model developed by chef and gastronomic innovator Ferran Adria.

TL;DR: In this article, the authors argue that the design of an SPM system and the definition of its roles are fundamental factors determining its success and impact on business performance, and that only by carefully considering characteristics and roles will managers reap the full benefits, and SPMSs make a substantial contribution to the achievement of organisations' strategic goals.

TL;DR: Cost innovation: Rather than simply focusing on cut-priced, undifferentiated offerings, emerging country multinationals are deploying their cost advantages in creative ways to deliver high technology, variety and customisation at minimal price premiums, and to redirect niche offerings towards volume segments as discussed by the authors.

TL;DR: In this article, the authors analyze how a company may develop a proper collaborative strategy by identifying an effective portfolio of designers, and they show that companies that innovate collaborate with a broad range of external designers.

TL;DR: In this article, the authors analyse the processes whereby the business model of a new venture emerged and evolved as the venture underwent early and rapid internationalisation and identify the contribution of four processes which they label clarification, localisation, experimentation and co-option.

TL;DR: In this article, the authors investigated the factors associated with the inclusion of non-financial indicators in PMSs used in relationships between headquarters and subsidiaries, and they found that the inclusion is positively associated with relative performance evaluation, interactive use of PMS, subsidiary size, headquarters nationality, and subsidiary participation in the design of performance measurement systems.

TL;DR: In this paper, a business model is seen as composed of two elements: a business system and a profit model, and the former is arguably the real "meat" of a firm's business model.

TL;DR: In this paper, the authors discuss the strategic and operational challenges inherent in cross-industry R&D alliances with non-suppliers and imply that the success of cross- industry alliances depends on specific actions at the strategic, operational and operational levels.

TL;DR: In this paper, a Strategy as Practice view on how boards "do" strategy is presented, and two complementary strategies, Procedural Strategising and Interactive Strategy, are identified and elaborated in terms of their underlying micro-activities.

TL;DR: In this article, the authors examined the factors that influence the development of marketing co-operation among cluster-based firms in the salmon farming industry in two different regions: Scotland and Chile.

TL;DR: In this paper, the authors examine how substantial dynamism can be built into strategic performance measurement systems (SPMSs), and how such flexible and adaptable SPMSs can be used for strategic alignment.

TL;DR: In this article, the authors used the insights of expert interviews and detailed analysis of 192 alliance portfolios containing over 3400 strategic alliances to avoid falling into the overconfidence trap in portfolio management.