Business model

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

A Critical Assessment of Business Model Research

Abstract: Ever since the Internet boom of the mid-1990s, firms have been experimenting with new ways of doing business and achieving their goals, which has led to a branching of the scholarly literature on business models. Three interpretations of the meaning and function of “business models” have emerged from the management literature: (1) business models as attributes of real firms, (2) business models as cognitive/linguistic schemas, and (3) business models as formal conceptual representations of how a business functions. Relatedly, a provocative debate about the relationship between business models and strategy has fascinated many scholars. We offer a critical review of this now vast business model literature with the goal of organizing the literature and achieving greater understanding of the larger picture in this increasingly important research area. In addition to complementing and extending prior reviews, we also aim at a second and more important contribution: We aim at identifying the reasons behind the apparent lack of agreement in the interpretation of business models, and the relationship between business models and strategy. Whether strategy scholars consider business model research a new field may be due to the fact that the business model perspective may be challenging the assumptions of traditional theories of value creation and capture by focusing on value creation on the demand side and supply side, rather than focusing on value creation on the supply side only as these theories have done. We conclude by discussing how the business model perspective can contribute to research in different fields, offering future research directions.

The Business Model in Practice and its Implications for Entrepreneurship Research

Abstract: While the term “business model” has gained widespread use in the practice community, the academic literature on this topic is fragmented and confounded by inconsistent definitions and construct boundaries. In this study, we review prior research and reframe the business model with an entrepreneurial lens. We report on a discourse analysis of 151 surveys of practicing managers to better understand their conceptualization of a business model. We find that the underlying dimensions of the business model are resource structure, transactive structure, and value structure, and discuss the nature and implications of dimensional dominance for firm characteristics and behavior. These findings provide new directions for theory development and empirical studies in entrepreneurship by linking the business model to entrepreneurial cognition, opportunity co-creation and organizational outcomes.

Cross-cultural competence in international business: toward a definition and a model

Abstract: Many international business failures have been ascribed to a lack of cross-cultural competence (CC) on the part of business practitioners. However, the international business literature appears to lack an adequate conceptualization and definition of the term ‘CC’, focusing instead on the knowledge, skills and attributes that appear to be its antecedents. In this conceptual study, we propose a definition of CC as it applies to international business and develop a model for understanding how CC is nurtured in individuals, linking our definition to the concept of cultural intelligence. We discuss the components of the model and suggest that there are environmental and contextual impediments to the effective application of the requisite skills, knowledge and attributes that have been identified as necessary for CC, resulting in a gap between ‘knowing’ and ‘doing’. We conclude by discussing the implications of the model for practitioners, and by suggesting appropriate directions for further research.

Place to Space: Migrating to Ebusiness Models

Abstract: From the Publisher: "An e-business guidebook for established firms in all industries, Place to Space provides a framework for analyzing, choosing, and implementing successful e-business enterprises. Based on several years of research and a detailed study of fifty online initiatives in a variety of traditional firms, authors Peter Weill and Michael R. Vitale describe eight atomic business models that they argue represent the core building blocks of all e-business ventures." "Using case studies of international companies including Lonely Planet, GE Supply Company, Cisco, Reuters, and others, the authors illustrate each atomic business model - direct-to-customer, full-service provider, whole-of-enterprise/government, intermediary, shared infrastructure, virtual community, value net integrator, and content provider - in practice, and reveal the strategic objectives, sources of revenue, core competencies, critical success factors, and necessary IT infrastructures required for implementation."--BOOK JACKET.