Enabling Business Model Change: Evidence from High-Technology Firms

Müller, Christiana; Vorbach, Stefan

doi:10.7341/20151114

Cited by 6 publications

(3 citation statements)

References 26 publications

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“…Researchers do not seem to pay specific attention to the measurement of the indicators and efficiency of BM (e.g. Balboni and Bortoluzzi, 2015;Freiling, 2015;Goyal et al, 2014;Günzel-Jensen and Holm, 2015;Harima and Vemuri, 2015;Jokela and Elo, 2015;Müller and Vorbach, 2015;Straker and Wrigley, 2015). We still lack papers devoted strictly to BM evaluation and measurement for management and control.…”

Section: Bjm 123mentioning

confidence: 99%

The business model and intellectual capital in the value creation of firms

Ujwary-Gil¹

2017

BJM

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Purpose The purpose of this paper is to analyze business model (BM) and intellectual capital (IC) of a firm with a focus on their common elements. The common bases in the field of strategic management for these two concepts are, among others, resource-based view, knowledge-based view, intellectual capital-based view, dynamic capabilities, and configurational approach. It indicates areas in which these two concepts can benefit from each other, e.g. in classification of components, their configuration, or dynamic approach. This general review examines the following research questions: What are the common concepts for the BM and IC? What are their common components? What does the dynamic approach to IC and BM mean? Design/methodology/approach The Web of Science™ Core Collection database was selected for the period 1975-2014 and the Journal of Intellectual Capital (JIC) indexed in Scopus® (Elsevier) was incorporated into the analysis for the period it had been indexed by Scopus (1990-2015). These databases were selected because they offer a reliable overview of historical data regarding journals, articles, and citation impact. The key filter criteria were the presence of the phrases “business model” or “intellectual capital” in the article title, abstract, and key words in order to narrow down the selection to the most appropriate results for the research area. Findings This paper investigates two concepts from the point of view of their underpinnings in management, definitions, and components, as well as value creation. Analysis of the foundations in management allows the author to present a cohesive model, which depicts a comprehensive approach to analysis of these two concepts. Many common elements have been identified and investigated. Originality/value First, it provides an indication of the common underpinnings of the analyzed concepts within the framework of strategic management and proposals for their development toward resource, knowledge, and IC accumulation, combination and heterogeneity-based views. Second, it presents an analysis of the BM and IC components, showing common elements between them. Third, it provides a description and analysis of dynamic view of BM and IC components in a value creation context.

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Section: Bjm 123mentioning

confidence: 99%

The business model and intellectual capital in the value creation of firms

Ujwary-Gil¹

2017

BJM

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“…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).…”

Section: The General Settingmentioning

confidence: 99%

Business Model Innovation – A Concept Between Organizational Renewal and Industry Transformation

Freiling

2015

JEMI

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“…Further, if we see technology-based industry sectors as R&D intensive sectors (which show relatively higher intensity of R&D expenditure on value added), both high-tech and medium-high-tech manufacturing sectors could be identified as technology-based sectors (Sterlacchini and Venturini 2014). Therefore, here the SMEs in both high and medium-high technology manufacturing sectors are researched together; in fact, it is possible to study high and medium-high technology sectors together (for instance, in the research of Bertarelli and Lodi (2018) and Kanellos and Papadimitriou (2013)), because of the blurring boundaries between medium-high and high technology sectors and the similarity in the challenges faced by the firms in these two types of sector (Müller and Vorbach 2015).…”

Section: Introductionmentioning

confidence: 99%

Untitled

2019

JAES

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The journal seeks to promote the best papers and researches in management, finance, accounting, marketing, informatics, decision/making theory, mathematical modelling, expert systems, decision system support, and knowledge representation. This topic may include the fields indicated above but are not limited to these.Journal of Applied Economic Sciences be appeals for experienced and junior researchers, who are interested in one or more of the diverse areas covered by the journal. It is currently published quarterly in Spring (30 th March), Summer (30 th June), Fall (30 th September) and Winter (30 th December).

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Enabling Business Model Change: Evidence from High-Technology Firms

Abstract: Abstract

Cited by 6 publications

References 26 publications

The business model and intellectual capital in the value creation of firms

The business model and intellectual capital in the value creation of firms

Business Model Innovation – A Concept Between Organizational Renewal and Industry Transformation

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