scispace - formally typeset
Search or ask a question
Topic

Business model

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


Papers
More filters
Journal ArticleDOI
TL;DR: In this paper, the authors use case studies of UK SMEs from a range of sectors to explore the numerous CSR opportunities that present themselves to SMEs, such as developing innovative products and services, serving unserved markets and building new business models.
Abstract: In their book ‘Corporate Social Opportunity’, Grayson and Hodges maintain that ‘the driver for business success is entrepreneurialism, a competitive instinct and a willingness to look for innovation from non-traditional areas such as those increasingly found within the corporate social responsibility (CSR) agenda’. Such opportunities are described as ‘commercially viable activities which also advance environmental and social sustainability’. There are three dimensions to corporate social opportunity (CSO) – innovation in products and services, serving unserved markets and building new business models. While small- and medium-sized enterprises (SMEs) have traditionally been presented as non-entrepreneurial in this area, this paper demonstrates how SMEs can take advantage of the opportunities presented by CSR. Using data from 24 detailed case studies of UK SMEs from a range of sectors, the paper explores the numerous CSR opportunities that present themselves to SMEs, such as developing innovative products and services and exploiting niche markets. There are inevitable challenges for SMEs undertaking CSR, but by their very nature they have many characteristics that can aid the adoption of CSR; the paper explores these characteristics and how the utilisation of positive qualities will help SMEs make the most of CSOs. Integrating CSR into the core of a company is crucial to its success. Using the case studies to illustrate key points, the paper suggests how CSR can be built into a company's systems and become ‘just the way we do things’. There are a number of factors that characterise the CSO ‘mentality’ in an organisation, and Grayson and Hodges's book describes seven steps that will move a company in the direction of a ‘want to do’ CSO mentality. This paper adapts these steps for SMEs, and by transferring and building on knowledge from the 24 detailed case studies, it develops a ‘business opportunity’ model of CSR for SMEs.

494 citations

Journal ArticleDOI
TL;DR: Techniques essential to the functioning of an STE are described and it is argued that data emerging from these technologies are the driver for new business models, interaction paradigms and even new species.

494 citations

Journal ArticleDOI
TL;DR: In this article, the economic tradeos that drive organizations to position themselves closer to or further away from a multi-sided platform (MSP) business model relative to three traditional alternatives: vertically integrated, vertically integrated and MSP-based.

490 citations

Book
07 Oct 2008
TL;DR: To compete in the big emerging markets, multinationals must reconfigure their resources, rethink their cost structures, redesign their product development processes, and challenge their assumptions about who their top-level managers should be, the authors say.
Abstract: As they search for growth, multinational corporations will have no choice but to compete in the big emerging markets of China, India, Indonesia, and Brazil. But while it is still common to question how such corporations will change life in those markets, Western executives would be smart to turn the question around and ask how multinationals themselves will be transformed by these markets. To be successful, MNCs will have to rethink every element of their business models, the authors assert in this seminal HBR article from 1998. During the first wave of market entry in the 1980s, multinationals operated with what might be termed an imperialist mind-set, assuming that the emerging markets would merely be new markets for their old products. But this mind-set limited their success: What is truly big and emerging in countries like China and India is a new consumer base comprising hundreds of millions of people. To tap into this huge opportunity, MNCs need to ask themselves five basic questions: Who is in the emerging middle class in these countries? How do the distribution networks operate? What mix of local and global leadership do you need to foster business opportunities? Should you adopt a consistent strategy for all of your business units within one country? Should you take on local partners? The transformation that multinational corporations must undergo is not cosmetic--simply developing greater sensitivity to local cultures will not do the trick, the authors say. To compete in the big emerging markets, multinationals must reconfigure their resources, rethink their cost structures, redesign their product development processes, and challenge their assumptions about who their top-level managers should be.

489 citations

Journal ArticleDOI
TL;DR: Investigating how cloud computing is understood by IT professionals and the concerns that IT professionals have in regard to the adoption of cloud services suggest that most IT companies in Taiwan will not adopt cloud computing until the uncertainties associated with cloud computing are reduced and successful business models have emerged.

488 citations


Network Information
Related Topics (5)
Competitive advantage
46.6K papers, 1.5M citations
82% related
Organizational learning
32.6K papers, 1.6M citations
78% related
Entrepreneurship
71.7K papers, 1.7M citations
77% related
Empirical research
51.3K papers, 1.9M citations
77% related
Supply chain
84.1K papers, 1.7M citations
76% related
Performance
Metrics
No. of papers in the topic in previous years
YearPapers
2023667
20221,426
20212,136
20202,389
20192,358
20182,266