Business model

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

Innovation and the State: Political Choice and Strategies for Growth in Israel, Taiwan, and Ireland

Abstract: Winner of the American Political Science Association's 2008 Don K. Price Award for the Best Book in Science and Technology Politics Finalist for the 2007 ForeWord Magazine Book of the Year Award in the Political Science category. The 1990s brought surprising industrial development in emerging economies around the globe: firms in countries not previously known for their high-technology industries moved to the forefront in new Information Technologies (IT) by using different business models and carving out unique positions in the global IT production networks. In this book Dan Breznitz asks why economies of different countries develop in different ways, and his answer relies on his exhaustive research into the comparative experiences of Israel, Taiwan, and Ireland-states that made different choices to nurture the growth of their IT industries. The role of the state in economic development has changed, Breznitz concludes, but it has by no means disappeared. He offers a new way of thinking about state-led rapid-innovation-based industrial development that takes into account the ways production and innovation are now conducted globally. And he offers specific guidelines to help states make advantageous decisions about research and development, relationships with foreign firms and investors, and other critical issues.

Making Innovation Work: How to Manage It, Measure It, and Profit from It

Abstract: Making Innovation Work: How to Manage It, Measure It, And Profit From It; Tony Davila, Marc Epstein, and Robert Shelton; Wharton School Publishing, Upper Saddle River, NJ; 2006; 334pp., $29.99. Leading companies create and sustain a robust flow of innovations that provide above-average growth and bedevil the competition. By combining changes to their business model and technology, they create formidable portfolios that include a balance of incremental and breakthrough innovations. How do leaders make that type of innovation happen? First, they shed the misconceptions surrounding the management of innovation. The book's opening sentence states: "Much that is held as common wisdom regarding how successful innovation is managed is wrong." According to the authors, innovation does not require a companywide revolution, a focus on gee-whiz technology, or the currently popular infatuation with building a creative culture. Rather, a successful innovation program requires specific management tools, rules, discipline, the right measurements and incentives, and the ability to integrate business model innovation and technology innovation. That's what separates the winners from the losers. The book makes it clear that innovation is similar to other business functions in that it has to be managed to be effective and efficient. Think of the long list of companies that have had near-death experiences because meaningful innovation decreased and they fell prey to what the authors call "rampant incrementalism," citing IBM, Apple Computer (in the 1990s), Coca-Cola, Xerox, PG those that don't become history. Using real-world examples from a broad range of product and service companies, Davila, Epstein and Shelton identify seven rules of innovation: * Exert strong leadership on the innovation strategy and portfolio decisions; leaders don't wait for innovations to come to them--they pursue and capture them. * Integrate innovation into the company's basic business mentality; don't make it the function of an elite group. * Align the amount and type of innovation to the company's business goals; otherwise, innovation efforts will waste valuable resources and sap productivity. * Manage the natural tension between creativity and value capture; it's natural for a company to do one or the other better, so the key is to manage resources to get the right balance. * Neutralize organizational "antibodies"; drop the idea that good ideas will be recognized and adopted by your organization--really powerful ideas threaten the status quo and generate strong resistance, and management needs to prevent that from happening. * Recognize that the basic unit of innovation is a network that includes people and knowledge, both inside and outside the organization; innovation is a team sport that should include internal and a large amount of external resources. * Create the right metrics and rewards for innovation; they turbo-charge the renovation management system and create the behavior that is the foundation of successful innovation. This book shows that the companies that are creating the best innovation engines--think Toyota, Apple, GE, and Google--make it happen with management techniques, not magic. According to the authors, "The truth is that there is not much that is truly new about innovation. The basics have not changed for centuries. However, we have become smarter about managing innovation." This is a refreshing challenge: Success is hiding in plain sight if your management team can step up to the challenge. "Innovation, like many [other] business functions, is a management process that requires specific tools, rules and discipline--it is not mysterious." The book dedicates most of its highly informative content to providing the pragmatic tools and frameworks to develop and implement the appropriate management systems. …

Business Models in the Service World

Abstract: The authors provide a criteria catalogue to characterize cloud computing and their own Cloud Business Ontology Model to classify current product offerings and pricing models.