Wszystkie pola: Business model - Katalog OPAC zbiorów

Skocz do pozycji: 1.

Tytuł:: Diaspora Business Model Innovation
Autorzy:: Harima, Aki
Vemuri, Sivaram
Powiązania:: https://bibliotekanauki.pl/articles/475153.pdf
Data publikacji:: 2015
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: business model canvas
east Asian diaspora
transnational entrepreneurship
opportunity recognition
mixed embeddedness
Opis:: This paper explores how diasporans achieve business model innovation by using their unique resources. The hypothesis underlying the paper is that the unique backgrounds and resources of the diaspora businesses, due to different sources of information and experiences as well as multiple networks, contributes to business model innovation in a distinctive manner. We investigate the English school market in the Philippines which is established by East Asian diaspora who innovate a business model of conventional English schools. Two case studies were conducted with Japanese diaspora English schools. Their business is analyzed using a business model canvas (Osterwalder & Pigneur, 2010) and contrasted with the conventional business model. The empirical cases show that diaspora businesses use knowledge about their country of origin and engage with country of residence and multiple networks in different locations and constellations to identify unique opportunities, leading to a business model innovation.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2015, 11, 1; 29-52
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 2.

Tytuł:: Business Model Adaptation and the Success of New Ventures
Autorzy:: Balboni, Bernardo
Bartoluzzi, Guido
Powiązania:: https://bibliotekanauki.pl/articles/474904.pdf
Data publikacji:: 2015
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: business model adaptation
business model
new ventures
survival
growth
Opis:: In this study, we explore the connections between business model adaptation and the success of new ventures. We do so by analysing in depth the business model evolution of three new Italian ventures throughout their first years of life. We try to understand if and how the evolution of these firms’ business models is connected to their success. Our analysis reveals that adapting their business models was crucial to enabling these firms to survive in extremely dynamic environments. However, it did not fully act as a catalyst for their processes of growth and did not increase their profitability.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2015, 11, 1; 119-140
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 3.

Tytuł:: Enabling Business Model Change: Evidence from High-Technology Firms
Autorzy:: Müller, Christiana
Vorbach, Stefan
Powiązania:: https://bibliotekanauki.pl/articles/474918.pdf
Data publikacji:: 2015
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: business model
business model innovation
capabilities for change
flexibility
high-technology
Opis:: Companies today face volatile environments, short product life cycles, and changing customer requirements, which is especially the case in high-technology fields. In such environments, concentrating only on technological and product innovations is not sufficient to gain competitive advantages. Instead, companies need innovative business models in order to stand out from their competitors. To successfully change business models, companies require appropriate competencies. Thus, the objective of this research is to identify how companies can prepare their business model(s) to counteract environmental changes flexibly. With the aid of the chosen exploratory, qualitative research design, we investigate companies operating in hightechnology branches. In total, 20 companies participated in our study. The interviews were conducted with CEOs, vice-presidents, product managers or other managers responsible for business model developments. The research revealed that companies can prepare the business model and its elements ex ante through developing capabilities in order to raise the flexibility of the business model. These capabilities have to be developed with regard to several internal and external issues driving these changes.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2015, 11, 1; 53-75
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 4.

Tytuł:: Barriers to Sustainable Business Model Innovation in Swedish Agriculture
Autorzy:: Cederholm Björklun, Jennie
Powiązania:: https://bibliotekanauki.pl/articles/475065.pdf
Data publikacji:: 2018
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: sustainable business model innovation
barriers
agricultural entrepreneurs
sustainable entrepreneurship
Opis:: Sweden’s agriculture industry has faced many challenges in recent years. Among the most severe challenges are the decrease in the number of small and medium-sized farms, the decrease in the number of people employed in agricultural activities, and the increase in governmental regulations and legislation governing such activities. At the same time, the demand that agriculture contributes to sustainable social and ecological development has increased. Although research shows that sustainable business model innovation (SBMI) contributes to the creation of sustainable businesses and to the development of a sustainable society, Swedish agriculture has not been at the forefront in the use of SBMI. The purpose of this paper is to examine the barriers to SBMI in Swedish agriculture in order to understand why farmers seldom engage in SBMI. This qualitative study follows the Gioia methodology and data for the analysis were acquired in semi-structured interviews with entrepreneurs at six family farms in Sweden. The paper makes a theoretical contribution to the research on SBMI with its focus on sustainable entrepreneurship in the Swedish agricultural industry. The paper concludes that the barriers to SBMI are external, internal, and contextual.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2018, 14, 1; 65-90
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 5.

Tytuł:: The Role of Emotion in Product, Service and Business Model Design
Autorzy:: Straker, Karla
Wrigley, Cara
Powiązania:: https://bibliotekanauki.pl/articles/474900.pdf
Data publikacji:: 2015
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: visceral hedonic rhetoric
emotional design
business innovation
service design
business model design
Opis:: Designers have become aware of the importance of creatig strong emotinal experiences intertwined with new tangible products for the past decade, however an increased interest from firms has emerged in developing new service and business models as complimentary forms of emotion-driven innovation. This interdisciplinary study draws from the psychological sciences – theory of emotion – and the management sciences – business model literature to introduce this new innovation agenda. The term visceral hedonic rhetoric (VHR) is defined as the properties of a product, (and in this paper service and business model extensions) that persuasively induce the pursuit of pleasure at an instinctual level of cognition. This research paper lays the foundation for VHR beyond a product setting, presenting the results from an empirical study where organizations explored the possibilities for VHR in the context of their business. The results found that firms currently believe VHR is perceived in either their product and/or services they provide. Implications suggest shifting perspective surrounding the use of VHR across a firm’s business model design in order to influence the outcomes of their product and/or service design, resulting in an overall stronger emotional connection with the customer.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2015, 11, 1; 11-28
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 6.

Tytuł:: Editorial paper: Business Model Innovation – A Concept Between Organizational Renewal and Industry Transformation
Autorzy:: Freiling, Jörg
Powiązania:: https://bibliotekanauki.pl/articles/475093.pdf
Data publikacji:: 2015
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: Business Model Innovation Organizational Renewal
Industry Transformation
Opis:: With the new millennium and the hype of electronic business a new movement was created that still gains momentum: business model innovations. Deeply influenced by business informatics in the early years, business models and business model innovations became a pervasive part of our business life. Particularly business model innovations opened the door for a thinking far beyond product and process innovations. By considering new ways of designing value propositions, value-added architectures and sales modes (e.g. Timmers, 1998), business model innovations became an attractive option of recent innovation management and strategic management of the entrepreneurial kind as well. Especially small- and medium-sized entities (SMEs) found a new way to innovate without spending too much resources in uncertain investments. Once successfully implemented, business model innovations on the micro level drive organizational renewal and/or help in developing new businesses. More than that, business model innovations may change the ‘rules of the game’ in markets and trigger processes of industry transformation (Porter & Rivkin, 2000) on the macro level. Despite the considerable power of business model innovations, not every innovative business model is a ‘home-run’. Empirical evidence suggests (e.g. Freiling & Dressel, 2014) that sophisticated new business models promise ‘win-win’ constellations for both customers and suppliers, but face the problem of limited adoption in target markets. Insofar, the implementation goes along with numerous obstacles. Little is said about the root causes of these obstacles and the ways how to cope with these challenges. Many of the articles of this special issue address the background of business model innovations and open the door to new debates. This illuminates the rather inter-disciplinary nature of business model innovations that deal with different kinds of novelties for both suppliers and customers. Based on Schumpeter (1934), innovations may relate to products, processes, organizational modes as well as novel purchasing and distribution modes. These novelties are often interrelated and call for an over-arching frame. If well designed, business models can be such umbrellas and are, thus, useful elements of innovation and strategic management. More than that, they push forward the notion of systemic innovation as a core challenge for both strategic decision-making and innovation. The papers deal with both customers and suppliers, as innovation cannot be separated from adoption processes in markets. In this regard, some former background issues come to the fore in this special issue, such as the still under-researched role of emotions (cf. Straker and Wrigley, 2015) and the role of diversity of people (particularly in the light of different cultural backgrounds – cf. Harima and Vemuri, 2015). Innovating business models is among the priorities of leading companies in most recent times to keep a certain balance of value creation and value capture (Teece, 2010; Zott et al. 2011). While business model innovations require particular capabilities to develop new industry architectures (Jacobides et al., 2006; Freiling et al., 2008), business model innovation is a challenge that often returns to top positions of the management agenda. To change from one business model to another, however, is a different and often even more demanding challenge that is based on dynamic capabilities (Teece, 2007). By dynamic capabilities companies are able to sense and seize new business opportunities and to reconfigure the company. The bare existence of dynamic capabilities allows changing business models more proficiently and, thus, tapping the potential of new business opportunities (Müller and Vorbach, 2015). However, while business model innovations have played a role in the entire economy in recent years, there are contexts where these innovative moves find a very fertile background. Without necessarily excluding other companies, particularly young firms seem to belong to these settings. Insofar, entrepreneurship and business model innovations are closely linked. One reason for this may be that incumbents are locked in their everyday business, reinforced by specific investments, and do not find enough time to go substantially beyond that. Thus, they are prone to attacks based on innovative business models of start-ups that are in need of doing something new and different to start launching their solutions in target markets. Entrepreneurship practice is full of examples where new ventures translated a basic innovation into a business model innovation to ‘make’ a market (e.g. Facebook, Amazon, Cirque du Soleil). The multitude of different ventures is hard to describe exhaustively, if it is possible at all. In this regard, it makes a difference whether the ventures are profit-oriented or non-profit ones. Papers of this special issue deal especially with this question (Jokela and Elo, 2015; Balboni and Bortoluzzi, 2015). On a more pragmatic level, the question arises how to visualize the real nature of business models and how to plan and implement them. In literature, there is a huge variety of understandings – like Timmers’ (1998) model of three business model components, the Morris et al. (2005) six-element approach or the nine-component ‘business model canvas’ framework of Osterwalder and Pigneur (2010). In this special issue, many articles adopted the more fine- grained business model canvas approach that already penetrated business practice to some extent.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2015, 11, 1; 3-10
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 7.

Tytuł:: Freemium Business Models as the Foundation for Growing an e-business Venture: a Multiple Case Study of Industry Leaders
Autorzy:: Günzel-Jensen, Franziska
Holm, Anna B.
Powiązania:: https://bibliotekanauki.pl/articles/475028.pdf
Data publikacji:: 2015
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: business model
case study
entrepreneurial venture
freemium
growth
IT
nascent business model
Opis:: In e-business freemium business models have become legitimate. However, current research provides little insight on how the free and premium offering should be employed to lead to growth and success in the long run. The presented research aims to fill this gap by investigating how the property ‘free’ was employed in young entrepreneurial ventures’ business models in the initial life-cycle stages – opportunity recognition, market entry, and market exploitation. We find that various forms of freemium business models are employed through the initial life-cycle stages of a new venture for reasons of trial-and-error, learning, exploration, legitimization and resource acquisition. A freemium business model can also serve as a nascent business model, though without a sustainable monetization component, for finding a sustainable business model through a series of dynamic adjustments. With our findings we contribute to the business model literature in three ways: First, our empirical findings show the many-sidedness of the component ‘free’ in freemium business models. Free users are of importance for network building, exploration and exploitation and growth over time. Moreover, free users enable directly and indirectly further resource acquisition. Second, while previous literature has taken a static perspective, we contribute by illustrating the dynamic process of strategic business model design for growth. Finally, we introduce the concept of the nascent business model which is new to the literature.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2015, 11, 1; 77-101
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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Skocz do pozycji: 8.

Tytuł:: Do All Roads Lead to Rome? The Effect of the Decision-Making Logic on Business Model Change
Autorzy:: Torkkeli, Lasse
Salojärvi, Hanna
Sainio, Liisa-Maija
Saarenketo, Sami
Powiązania:: https://bibliotekanauki.pl/articles/474920.pdf
Data publikacji:: 2015
Wydawca:: Fundacja Upowszechniająca Wiedzę i Naukę Cognitione
Tematy:: business model
decision-making
effectuation
causation
small and medium enterprises
Opis:: Business models and business model change have drawn increasing attention from both researchers and practitioners across various disciplines, including the domain of entrepreneurship. However, even though the importance of business model innovation as a driver of firm performance has been widely acknowledged, empirical studies explaining the business model change remain limited. This study contributes to prior research by examining the effects of effectual and causation-based decisionmaking logics on the degree of business model change in the context of small and medium-sized enterprises in Finland. The findings of hierarchical regression analysis show that both causation and effectuation-based logics have positive effects on business model change, thereby highlighting the need for both strategizing and seizing of opportunities in business model development.
Źródło:: Journal of Entrepreneurship, Management and Innovation; 2015, 11, 3; 5-24
2299-7075
2299-7326
Pojawia się w:: Journal of Entrepreneurship, Management and Innovation
Dostawca treści:: Biblioteka Nauki

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