Business Models: A Discovery Driven Approach

McGrath, Rita Gunther

doi:10.1016/j.lrp.2009.07.005

Cited by 884 publications

(659 citation statements)

References 9 publications

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“…McGrath (2010) argued that dynamic contexts like this lead to resource allocation decisions being made at a time when the environment is uncertain, and the components of the business model are not fully understood. A mechanism to govern those stakeholders and ensure their interactions towards the shared vision is the driving force for a healthy BE.…”

Section: Research Direction 1: Dynamicsmentioning

confidence: 99%

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

Rong

Lin

et al. 2018

Asian Bus Manage

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We explore the emerging body of research focusing on business ecosystems (BEs). The study of inter-organizational relationships has evolved from a focus at the level of firm, to the supply chain, the platform, and now towards the BE. The co-evolution of inter-related organizations is an essential element of BE research, rather than static structure. The success of leading internet companies in Asia, such

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Section: Research Direction 1: Dynamicsmentioning

confidence: 99%

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

Rong

Lin

et al. 2018

Asian Bus Manage

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“…The BM is the framework used by companies to implement their strategy (McGrath, 2010;Nielsen & Montemari, 2012); its identification helps understand how value is actually created and captured ijbm.ccsenet.org International Journal of Business and Management Vol. 13, No.…”

Section: Identifying the Group's Bmmentioning

confidence: 99%

The Influence of Integrated Reporting on Management Control Systems: A Case Study

Chiucchi¹,

Montemari²,

Gatti³

2018

IJBM

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The purpose of this paper is to investigate how Integrated Reporting can influence Management Control Systems (MCSs). To this aim, the paper presents a case study of a company which designed and implemented an Integrated Report (IR) that was used as a tool for communicating the company performance to the entrepreneur and as a tool for enriching the company MCS to visualize and measure the overall company performance. The case analysis shows that Integrated Reporting improves the measurement focus of the MCS thanks to the role played by the company's Business Model (BM) throughout the IR development and to the process adopted to map the BM itself. The BM mapping process was highly iterative and allowed for a better understanding of the items affecting the value creation process and of their interconnections, thus directing the MCS to what really deserved to be measured. Strategic discussion around the BM also entailed an evolution of the control system, which became a strategic control system, able to support the discussion and the creation of new strategies. Moreover, the BM ensured a high level of integration and consistency between departmental reports and the company IR, on the one hand, and among the departmental reports themselves, on the other hand. In addition, the case analysis shows that financial indicators risk becoming "phagocytized" by non-financial ones and that the implementation process of the IR can lead to a heavier workload for the Management Control Department to provide for the non-financial aspects of performance. Finally, the case analysis shows that the Integrated Reporting visual representation and its underlying logic may not work if the tool is used for managerial decision making. While the guiding principles of Integrated Reporting were accepted by the company's actors, the Integrated Reporting representation model based on the logic inputs-BM-outputs-outcomes was criticized as it was considered too complex and not able to represent the company's integrated performance, reflecting instead a series of disconnected and disjointed individual performances. The critiques of this model were so sharp that they resulted in a change to its logic and the adoption of a different model, namely that of cause-and-effect relationships.

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“…Apart from these, the business plan provides a formal description of the prospective business model of a project or venture, and its content is much more broader than describing value proposition. (Mcgrath, 2010;Klang et al, 2014) A business plan consists more detailed issues like cash flow, strategic plans for short, mid and long-term goals, capital structure, managerial costs etc.…”

Section: Concepts and Definitionsmentioning

confidence: 99%

Business Plan Vs Business Model Canvas in Entrepreneurship Trainings: A Comparison of Students’ Perceptions

Türko¹

2016

ASS

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Business model canvas and business plan are prevalent and widespread tools used in entrepreneurship trainings. This study aims to compare the business model canvas and the business plan as tools used in entrepreneurship trainings through the perceptions of business school students, with a user approach. Students were given applied entrepreneurship courses, and have been taught to prepare a business plan and a business model canvas. Then students were asked questions comparing business plan and business model canvas from various aspects. 62% of the students have stated that they find it more difficult to prepare a business plan. On the other hand despite its hardship to prepare, students have stated business model's superiority to BMC on several issues. According to students' statements, compared to BMC, business plan is more clear (64.6%), more useful (60.8%), more realistic in revealing the phases of start-up (77.2%), superior in financial planning (74,7%), superior in marketing planning (67.1%), superior in costs (70.9%), superior in describing customer needs and value propositon (60.7%), superior in production planning and supply chain (68.3%). After providing these statements students were asked which system they liked preparing the most. Answers to this question could not be decisively evaluated. Percentage of positive, negative and neutral statements are very similar. Independent samples t-test was conducted to compare business plan and BMC use perceptions scoring for gender. There was not a significant difference in the scores for female and male students.

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Business Models: A Discovery Driven Approach

Cited by 884 publications

References 9 publications

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

Business ecosystem research agenda: more dynamic, more embedded, and more internationalized

The Influence of Integrated Reporting on Management Control Systems: A Case Study

Business Plan Vs Business Model Canvas in Entrepreneurship Trainings: A Comparison of Students’ Perceptions

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