Journal ArticleDOI
Business Models, Business Strategy and Innovation
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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.About:
This article is published in Long Range Planning.The article was published on 2010-04-01. It has received 6242 citations till now. The article focuses on the topics: Business architecture & New business development.read more
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The Business Model: Recent Developments and Future Research
TL;DR: This article provided a broad and multifaceted review of the received literature on business models in which the authors examined the business model concept through multiple subject-matter lenses and found that scholars do not agree on what a business model is and that the literature is developing largely in silos according to the phenomena of interest of the respective researchers.
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Business Model Design: An Activity System Perspective
Christoph Zott,Raphael Amit +1 more
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.
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A literature and practice review to develop sustainable business model archetypes
TL;DR: In this article, sustainable business models (SBM) incorporate a triple bottom line approach and consider a wide range of stakeholder interests, including environment and society, to drive and implement corporate innovation for sustainability, can help embed sustainability into business purpose and processes, and serve as a key driver of competitive advantage.
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From Strategy to Business Models and onto Tactics
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.
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Product design and business model strategies for a circular economy
TL;DR: In this article, a framework of strategies to guide designers and business strategists in the move from a linear to a circular economy is developed, where the terminology of slowing, closing, and narrowing resource loops is introduced.
References
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Journal ArticleDOI
Long range planning
TL;DR: The background paper is published, which gives a brief overview of the main propositions that the Ashridge Strategic Management Centre believes it has established.
Journal ArticleDOI
The rise of big business, 1860-1920
TL;DR: The Third Edition of the Third edition of Big Business as discussed by the authors is a collection of essays about the appearance and spread of big business and its role in the history of the United States.
Posted Content
The rise of big business
TL;DR: The authors examines the origins and evolution of modern big business, the forms it has taken in the world's leading economies (the United States, Japan, Germany and Britain), its implications for business administration, and its consequences for the relationship between ownership and management.
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Mitigating Procurement Hazards in the Context of Innovation
TL;DR: In this paper, the authors extend the transaction cost economics framework to examine the contractual hazards that arise in the course of technological innovation and identify three main strategic hazards related to future technological opportunities that may develop in business transactions: loss of technological pacing possibilities on the technological frontier, loss of control at or behind the frontier, and design omissions.
Posted Content
Mitigating Procurement Hazards in the Context of Innovation
TL;DR: In this paper, the authors extend the transaction cost economics framework to examine the contractual hazards that arise in the course of technological innovation and identify three main strategic hazards related to future technological opportunities that may develop in business transactions: loss of technological pacing possibilities on the technological frontier, loss of control at or behind the frontier, and design omissions.