Business model

About: Business model is a research topic. Over the lifetime, 31509 publications have been published within this topic receiving 599504 citations.

Introduction to the SEJ Special Issue on Business Models: Business Models within the Domain of Strategic Entrepreneurship

Abstract: The study of business models involves exploring how firms do business at the system level. It lies at the intersection of strategy and entrepreneurship research and is, therefore, a topic of interest for scholars of strategic entrepreneurship. The purpose of this special issue is to publish work that develops theory on business models, or empirically investigates the phenomenon, and to inspire future research on the topic. In our introduction, we briefly review the main conceptual developments of the past two decades. We highlight three contributions that business model research is poised to make to the domain of strategic entrepreneurship, and, by extension, to its constituent disciplines of strategy and entrepreneurship: (1) reconnecting strategy with entrepreneurship; (2) suggesting a more central place for customers in our frameworks and analyses; and (3) emphasizing the importance of implementation. We subsequently present the articles in this special issue and explain how they relate to these themes. We conclude with suggestions for future research. Copyright © 2015 Strategic Management Society.

IT and organizational change in digital economies: a socio-technical approach

Abstract: Many people are enthusiastic about the prospects of a digital economy (sector) energizing the larger US economy. Much of the speculation and reporting emphasizes new business models a fun topic. However, it is easy to assume that business firms and public agencies can readily change to take advantage of new business models whcn they decide which ones are most appropriate. Regardless of the specific business models that are devised and selected, they have to be enacted by organizations in order to realize their expected economic and social value. We know that organizations are imperfect implementers of business strategies, even those that appeal to many experienced managers. For example, between 1993 and 1995, Business Process Re-engineering (BPR) was enthusiastically advanced by the popular business press and was tried by a substantial number of our major business firms, despite high costs and a high failure rate (75%) (Bashein, Markus, and Rile> 1994). Many professional managers have now become wary of BPR, and have turned to Knowledge Management as "the next big thing," despite considerable confusion about what it means in practice and how to change organizations to take advantage of its insights. More seriously, thirty years of systematic empirically grounded research about IT and organizational change suggests that many organizations have trouble in readily changing their practices and structures to take effective advantage of IT. Research has found how it requires complex organizational work takes to get information systems "up and running." In addition, researchers have found that there are sometimes major differences between the ways that systems have been envisioned and how they are used in practice. The body of research that examines topics like these is called Organizational htformatics (OI). Ol research has lead us to a deeper understanding of IT and organizational change and some highlights of this "deeper understanding" are the substance of this article. Before we discuss some key ideas from this body of research, it helps to characterize a Digital Econom> so that we may better understand how IT is to play an enabling role. The term "digital economy" was popularized by pundit and consultant Don Tapscott in his 1996 book, The Dgital Economy. Tapscott provides many engaging examples of the ways that iT plays a role in business operations, and he is especially enthusiastic about the role of the Internet in fostering electronic commerce. But he doesn't provide a significant analytical conception of a digital economy. In fact, he often uses the term "digital economy" interchangeably with "new economy" (which is a different construct one that emphasizes high growth, low inflation, and low unemployITlenr). A recent Commerce Department report, The Emerging Digital Economy, is much more analytical. It characterizes a "digital economy" based on industries and forms of IT-enabled business activity that are likely to be significant sources of economic growth in the next decade. These include the IT industry itself, electronic commerce among businesses, the digital delivery of goods and services, and the [T-supported Retail sale of tangible goods. Our approach builds on both of these, by focussing upon important forms of 1T-enabled business activity. The 'digital economy" is conceptualized differently than the better understood and more carefully studied "information economy" (Porat, 1977; Cooper, 1981; Katz, 1984; Robinson, 1986; Jussawalla and Lamberton, 1988; Kling, 1990; Schement, 1990; Engelbrecht, 1997). In brief, the digital economy f~)cuses on goods or services whose.development, production, sale, or provision is critically dependent upon digital technologies. In contrast, the information economy includes all informational goods and services, including publishing, en-

Data warehouse model and methodology

Abstract: A business model for use in a data warehouse system adaptable for multiple organizations is provided. The business model comprises a set of dimensions representing business reference aspects of the multiple organizations, a set of measures representing measurements of business activity aspects of the multiple organizations, and relationships between the set of dimensions and measures. A subset of the set of measures represents the business activity aspects of the specific organization. A subset of the set of dimensions represents the business aspects of a particular organization. The relationships allow for functional areas of analysis to use common dimensions for cross-functional analysis.