Business Models

Veit, Daniel; Clemons, Eric K.; Benlian, Alexander; Buxmann, Peter; Heß, Thomas; Kundisch, Dennis; Leimeister, Jan Marco; Loos, Peter; Spann, Martin

doi:10.1007/s12599-013-0308-y

Cited by 316 publications

(137 citation statements)

References 55 publications

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“…A business model is therefore composed of interlocking components that specify how a product or service offering creates value (value proposition), which customer segments are targeted, how they are served and how the relationship is managed (customer interface), which competences, resources and partners a company needs (infrastructure management) and how products or services produce costs and generate revenues (financial aspects) (Osterwalder et al, 2005;Al-Debei, 2010). A recent analysis of prior literature identified three important pillars of business model research in IS: business models in IT industries, digital business models and IT support for developing and managing business models (Veit et al, 2014). A recent analysis of prior literature identified three important pillars of business model research in IS: business models in IT industries, digital business models and IT support for developing and managing business models (Veit et al, 2014).…”

Section: Business Model Research In the Software Industrymentioning

confidence: 99%

Understanding the influence of absorptive capacity and ambidexterity on the process of business model change – the case of on‐premise and cloud‐computing software

Kranz

Hanelt

Kolbe

2016

Information Systems Journal

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The increasing popularity of Software as a Service has strongly affected the established business model of on‐premise enterprise software. Software as a Service has distinctive characteristics of disruptive innovations that typically create several difficulties for incumbent firms, in particular with regard to adapting business models. To date, however, little empirical understanding exists regarding the dynamics of business model change – a topic of special importance to the highly dynamic software industry, which is characterised by rapid and regular emergence of disruptive innovations. As disruptive innovations require gathering distant knowledge and experimenting with new ideas, this study addresses theoretical gaps regarding the role of absorptive capacity and organisational ambidexterity in the process of business model change owing to the emergence of a disruptive innovation. Drawing on evidence from multiple case studies of six incumbent vendors of enterprise resource‐planning software and informed by a thorough review of related secondary data, we investigate the pace and path of incumbents' business model adaptations. We propose a theoretical model that refines prior literature on absorptive capacity and organisational ambidexterity, particularly with regard to the process of business model change. This study identifies further technological factors that determine how and why incumbents change business models. In addition, our study provides in‐depth insights on the technological trajectory of enterprise resource‐planning software switching from on‐premise to on‐demand software services. © 2016 Blackwell Publishing Ltd

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Section: Business Model Research In the Software Industrymentioning

confidence: 99%

Understanding the influence of absorptive capacity and ambidexterity on the process of business model change – the case of on‐premise and cloud‐computing software

Kranz

Hanelt

Kolbe

2016

Information Systems Journal

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“…In the information systems community, BMs are seen as a tool for depicting, innovating, and evaluating business logics in organizations, especially in IT‐enabled and digital industries (Veit et al, ). The literature presents several conceptualizations of BMs.…”

Section: Literature Reviewmentioning

confidence: 99%

Identifying the business model dimensions of data sharing: A value‐based approach

Arenas

Goh

Matthews

2019

Asso for Info Science & Tech

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This study aimed to investigate the underlying business model of organizations that have data sharing at the core of their activities. Previous work has stressed that data‐sharing projects need to be sustainable in the long term, and highlighted the need for a deeper understanding of the operation model of existing data‐sharing initiatives. To investigate this important issue, we took a qualitative approach to uncover the dynamics of value creation in data sharing. Using a case study method, we examined two data‐sharing sites across different areas. We conducted semistructured interviews with managers from data centers and other stakeholders, and reviewed documents about the technical and managerial practices to determine the main characteristics of their business models. In addition, we applied the e3‐value modeling methodology to tease out the value flows within each site. Our findings demonstrated the importance of the value network dimension of a business model, as data sharing relies on a set of actors creating and getting value in the process, and the significance of intangible assets. The main contributions of this study include extending current understanding on data‐sharing business models by analyzing key dimensions, and uncovering how value is created and transferred in data sharing.

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“…The BM concept has been used to study e-business [11], [13], telecommunication [14] and other IT innovations like ERP implementation [15]. Viet et al [16] review the BM literature in IS and identify BMs in IT industries as one of the pillars for future BM research within IS. BM is identified as crucial to value creation not only for the focal firm but also for its suppliers, customers and partners [13].…”

Section: Business Model Conceptmentioning

confidence: 99%

Entrepreneurial Value Creation in the Cloud: Exploring the Value Dimensions of the Business Model

Bhat

Shroff

2014

Creating Value for All Through IT

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Abstract. Cloud computing's potential in creating and capturing business value is being increasingly acknowledged. Existing empirical studies of business value in cloud computing have focused on user organizations and large enterprises with legacy systems. Acknowledging the innovation opportunities created by cloud, we study entrepreneurial cloud service providers. In this paper we conduct an exploratory study of six cloud-based start-up firms in India. We examine the value dimensions of the business model concept to study entrepreneurial value creation in the cloud. We find that cloud is a key resource in the structural configuration of their business model and enables the value proposition.

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Business Models

Cited by 316 publications

References 55 publications

Understanding the influence of absorptive capacity and ambidexterity on the process of business model change – the case of on‐premise and cloud‐computing software

Understanding the influence of absorptive capacity and ambidexterity on the process of business model change – the case of on‐premise and cloud‐computing software

Identifying the business model dimensions of data sharing: A value‐based approach

Entrepreneurial Value Creation in the Cloud: Exploring the Value Dimensions of the Business Model

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