Business model

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

Making business sense of the Internet.

Abstract: For managers in large, well-established businesses, the Internet is a tough nut to crack. It is very simple to set up a Web presence and very difficult to create a Web-based business model. Established businesses that over decades have carefully built brands and physical distribution relationships risk damaging all they have created when they pursue commerce through the Net. Still, managers can't avoid the impact of electronic commerce on their businesses. They need to understand the opportunities available to them and recognize how their companies may be vulnerable if rivals seize those opportunities first. Broadly speaking, the Internet presents four distinct types of opportunities. First, it links companies directly to customers, suppliers, and other interested parties. Second, it lets companies bypass other players in an industry's value chain. Third, it is a tool for developing and delivering new products and services to new customers. Fourth, it will enable certain companies to dominate the electronic channel of an entire industry or segment, control access to customers, and set business rules. As he elaborates on these four points, the author gives established companies a systematic way to sort through the risks and rewards of doing business in cyberspace.

Evolving communities of practice: IBM global services experience

Abstract: In 1995, IBM Global Services began implementing a business model that included support for the growth and development of communities of practice focused on the competencies of the organization. This paper describes our experience working with these communities over a five-year period, concentrating specifically on how the communities evolved. We present an evolution model based on observing over 60 communities, and we discuss the evolution in terms of people and organization behavior, supporting processes, and enabling technology factors. Also described are specific scenarios of communities within IBM Global Services at various stages of evolution.

Managerial cognition, action and the business model of the firm

Abstract: – The purpose of the paper was to outline a generic framework for the business model and illuminate its linkages to managerial cognition., – The paper reviewed the focal literature focusing on the actions and evolution of a firm and built a synthesis that describes the different components of a business model., – The main finding was that a business model is essentially both a cognitive phenomenon as well as being built on the material aspects of a firm., – The paper proposes that the business model can be scrutinized in future studies, especially from the viewpoints of cognition, thus creating new avenues for intra‐firm evolutionary studies., – The paper found several implications for practising managers. First, the concept itself creates possibilities for self‐analysis and scenario building. Second, the understanding that a business model is systemic helps managers to evaluate their actions vis‐a‐vis the evolutionary path of the business model. Third, the outlined business model is useful in executive education as it creates a cognitive map of the various aspects of business activities., – The paper offers new insights into the functions and evolution of firms and will be of interest to both researchers and practising managers.

Seizing the White Space: Business Model Innovation for Growth and Renewal

Abstract: Table of Contents Foreword Acknowledgments SECTION I: A NEW MODEL FOR GROWTH AND RENEWAL 1 The White Space and Business Model Innovation 2 The Four-Box Business Model Framework SECTION II: WHEN NEW BUSINESS MODELS ARE NEEDED 3 The White Space Within: Transforming Existing Markets 4 The White Space Beyond: Creating New Markets 5 The White Space Between: Dealing with Industry Discontinuity SECTION III: BUSINESS MODEL INNOVATION AS A REPEATABLE PROCESS 6 Designing a New Business Model 7 Implementation 8 Overcoming Incumbent Challenges Epilogue

Doing Business in the 21st Century with the New Generation of Chinese Managers: A Study of Generational Shifts in Work Values in China

Abstract: Our goal is to develop a profile of Chinese managers, and in particular a profile of the New Generation of Chinese managers. The purpose for developing this profile is primarily to provide relevant information for non-Chinese business people, especially Westerners, who plan to engage in business in China. This profile is based on measures of individual values (Individualism, Collectivism and Confucianism) relevant to China and business. Our findings suggest that the New Generation manager is more individualistic and more likely to act independently, while taking risks in the pursuit of profits. However, these New managers are, likewise, not forsaking their Confucian values. Thus, they may be viewed as crossverging their Eastern and Western influences, while on the road of modernization.