Business Models and Modelling.

Cover -- Title -- Copyright -- Contents -- List of Contributors -- Introduction: Business Models and Modelling Business Models -- Part I: Strategizing with Business Models -- Part II: Modelling the Business Model -- Part III: Enacting Business Models -- Discussion -- Acknowledgments -- References -- Part I Strategizing with Business Models -- The Business Model: Nature and Benefits -- Abstract -- Introduction -- What is "Ambivalent Value"? -- What is a Business Model? -- Internal Constitution -- External Alignment -- Summary -- Strategy and Structural Change -- Strategy and Stable Market Structure - Activity Systems and Resources -- Markets and Structural Change -- Strategy and Structural Change -- "Business Models" and Strategy -- The Strategic Value of "Business Models" -- Dividing Ambivalent Value -- Conclusions -- Notes -- Acknowledgments -- References -- Crafting an Innovative Business Model in an Established Company: The Role of Artifacts -- Abstract -- Introduction -- The Sociomateriality of Business Models -- A Sociomaterial View of Business Model Evolution -- Research Design and Methods -- Data Collection -- Data Analysis -- Research Field -- Results -- The Newly Envisioned Business Model -- Crafting a New Business Model as an Experimental Process -- The Role of Artifacts in the Learning Process -- Discussion -- Acknowledgments -- References -- Business Model Innovation: How Iconic Business Models Emerge -- Abstract -- Introduction -- Literature Review -- The Cognitive Perspective on Business Models -- The Importance of Cognition in Business Model Innovation -- The Important Role of the Media in Market Category Emergence -- Category Prototypes as Abstract Representations versus Exemplars -- Iconic Business Models as Prototypical Exemplars -- Method and Data -- Case Selection -- The Airbnb Case -- Data Collection.

Newspaper Article Collection -- Fragment Identification -- Data Analysis -- Findings -- A Three-Stage Model of Iconic Business Model Emergence -- Phase 1: Assimilating Airbnb's Business Model through Analogies (2009-2011) -- Phase 2: Elaborating Airbnb's Business Model and Legitimacy (2011) -- Phase 3: Airbnb's Business Model Gains the Status of the Iconic Business Model of the Sharing Economy (2012-2013) -- Discussion and Conclusion -- A Greater Understanding of What Iconic Business Models Are and How They Emerge -- A Refined Understanding of the Role of Analogical Reasoning in Business Model Innovation -- Considering Business Models as an Alternative Basis for Firm Classification -- Notes -- Acknowledgments -- References -- Appendix -- Business Model Implementation: The Antecedents of Multi-Sidedness -- Abstract -- Introduction -- Business Models and Their Operationalization -- Business Models and Multi-Sidedness -- Multi-Sidedness and Complexity -- Complex Causality and Overlap -- Business Design and Implementation -- Questions -- Data and Methods -- Cases -- Data Collection -- Data Analysis -- Typology -- Assigning Scores to Each Case -- Comparative Analysis -- Going Back to the Cases -- Results -- Consistent Patterns of Association -- Extensive Use of the Internet -- Extensive Use of Quantitative Data -- Extensive Collaboration of Professional External Agents -- Extensive Use of Business Press -- Extensive Piloting of the New Business -- Extensive Use of Qualitative Feedback -- Extensive Inclusion of Clients -- The Absence of the Extensive Use of Creativity, Design, or Visualization Tools -- Analysis -- Question One: Different Kinds of Involvement -- Client Involvement -- Feedback -- Questions Two and Three: Imitation Rather Than Design -- Question Four: Configurational Perspective and Overlap -- Multi-Sidedness and Networked Structure.

Tailored Engagement and Repeat Payments -- Discussion -- Repositioning Tools -- Business Modelling -- The Configurational Perspective -- Limitations -- Future Research -- Notes -- Acknowledgments -- References -- Appendix: List of Antecedents -- Research on Business Models: Challenges and Opportunities -- Abstract -- Introduction -- Lack of Definitional Clarity -- Too Much Overlap with Strategy? -- Focus on the Differences -- New Research Questions -- Summary and Conclusions -- Acknowledgements -- References -- Part II Modelling the Business Model -- From Business Model to Business Modelling: Modularity and Manipulation -- Abstract -- Introduction -- Modularity Theory and the Business Model -- Modularization and Manipulation -- Choosing the Locus of Attention -- Information Hiding -- The Six Operators -- From Technology Design to Business Model Change -- Splitting -- Substituting -- Augmenting -- Inverting -- Excluding -- Porting -- Business Models and Modularity -- Contributions and Research Agenda -- Acknowledgements -- References -- Business Modelling as Configuring Heuristics -- Abstract -- Introduction -- The Antecedents of Business Modelling -- Heuristics versus Simple Rules -- Principles of Gestalt Theory and Configuration -- The Process of Business Modelling -- Discussion -- Notes -- Acknowledgments -- References -- A Cognitive Mapping Approach to Business Models: Representing Causal Structures and Mechanisms -- Abstract -- Introduction -- The Cognitive Perspective on Business Models -- A Cognitive Mapping Approach to Business Models -- Cognitive Maps in Strategic Management -- Business Models as Cognitive Maps -- Complexity of a Business Model's Causal Structure -- Focus of the Business Model's Causal Structure -- Clustering of the Business Model's Causal Structure.

Mechanisms Underlying Causal Links in the Business Model's Causal Structure -- Discussion -- Notes -- Acknowledgements -- References -- Appendix -- Designing Scalable Digital Business Models -- Abstract -- Introduction -- Theoretical Background: Sources of Scaling in Digital Businesses -- Learning by Using -- Network Externalities -- Economies of Scale in Production and Distribution -- Informational Increasing Returns -- Technological Interrelatedness -- Distributed Resourcing -- Business Model Design Elements and Scalability -- Customer Identification and Scalability -- Customer Engagement and Scalability -- Value Chain Links and Scalability -- Discussion and Conclusion -- Summary and Contributions -- Managerial Implications -- Limitations and Future Research -- Overarching Theme -- Notes -- Acknowledgments -- References -- Part III Enacting Business Models -- Doing Well to Do Good: Business Model Innovation for Social Healthcare -- Abstract -- Introduction -- Healthcare Delivery in India -- Business Model Innovations -- Case Organizations Overview -- Aravind Eye-Care System -- LV Prasad Eye Institute -- LifeSpring Hospitals -- Methods -- Findings -- Customer Identification -- Customer Engagement -- Monetization -- Cross-Subsidization -- Pricing -- Value Chain and Linkages -- Specialization -- Optimizing the Scarcest Resources to Achieve the Highest Productivity -- Quality Control -- Cost Control -- In-House Talent Development -- Impact on Healthcare Outcomes in India -- Direct Impact -- Indirect Impact -- Capacity Building -- Observational Learning -- Advocacy -- Contributions to BM Research and Conclusions -- Notes -- Acknowledgments -- References -- Models of Internationalization: A Business Model Approach to Professional Service Firm Internationalization -- Abstract -- Introduction -- Literature Review -- Current Theories of Internationalization.

A Business Model Approach to Internationalization -- Methods -- Research Setting -- Research Design -- Data Collection -- Data Analysis -- Findings -- The "Multiple Local" Business Model -- Identifying Customers -- Customer Engagement -- Monetizing Opportunities -- Value Chain and Linkages -- The "Global" Business Model -- Identifying Customers -- Customer Engagement -- Monetizing Opportunities -- Value Chain and Linkages -- The "Niche Global" Business Model -- Identifying Customers -- Customer Engagement -- Monetizing Opportunities -- Value Chain and Linkages -- The "Local to Global" Business Model -- Identifying Customers -- Customer Engagement -- Monetizing Opportunities -- Value Chain and Linkages -- Selection and Interrelatedness of the Four Business Model Types -- Selection of Secondary Business Model(s) -- Interrelatedness of Business Models -- Discussion -- A Business Model Approach to Understanding Internationalization -- Portfolio Approaches to Internationalization -- Selection and Interrelatedness of Business Models for Professional Services Firm Internationalization -- Managerial Implications -- Limitations and Future Research -- Conclusions -- Acknowledgments -- References -- Antecedents and Consequences of Business Model Innovation: The Role of Industry Structure -- Abstract -- Introduction -- Literature Review and Hypotheses -- Industry-Level Antecedents of Business Model Innovation -- Firm-Level Performance Consequences of Business Model Innovation -- Methods -- Data -- Measurement of Dependent Variables -- Degree of Business Model Innovation -- Innovation Performance -- Measurement of Independent Variables -- Industry Life Cycle Stage Classification -- Industry Competition -- Control Variables -- Model -- Results -- Discussion -- Conclusions -- Notes -- Acknowledgments -- References -- Appendix.

Business Model Change: Managerial Roles and Tactics in Decision-Making.

In this volume leading scholars from North America, Europe and Asia come together to explore the topic of business models that takes the demand side (customers and their engagement) seriously. The first part deals with the model dimension of business models. The second part deals with business models and change.

Description based on publisher supplied metadata and other sources.

Electronic reproduction. Ann Arbor, Michigan : ProQuest Ebook Central, 2024. Available via World Wide Web. Access may be limited to ProQuest Ebook Central affiliated libraries.