How do business model tools facilitate business model exploration? Evidence from action research

Athanasopoulou, Alexia; Reuver, Mark de

doi:10.1007/s12525-020-00418-3

Cited by 27 publications

(21 citation statements)

References 46 publications

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“…For instance, Szopinski, Schoormann, Thomas, Knackstedt and Kundisch, discuss the functions of such tools, provide a classification and define a research agenda with a focus on functional requirement and performance of the tools, in combination with user and task characteristics (Szopinski et al 2019). Daas et al (2013), in an earlier issue of EM, developed a decision support tool for the financial assessment of a BM, based on the design of an integrated marketing research approach making use of conjoint analysis for a pricing model and real market data. Latora et al (2018) developed a decision support tool for BM selection based on Analytical Hierarchy Process analysis.…”

Section: Other Bm Toolsmentioning

confidence: 99%

Business model tooling: where research and practice meet

et al. 2020

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This special issue bundles a series of papers on business model tooling. Business model tools are methods, frameworks or templates to facilitate communication and collaboration regarding Business Model analysis, (re-)design, adoption, implementation and exploitation. In this introduction to the special issue, we position business model tooling in the broader literature, going beyond the mere use of tooling to disseminate academic knowledge. We point out the unique contributions on business model tooling that information systems scholars can bring. After giving an overview of business model tools and ontologies, we sketch a brief research agenda comprising seven research directions: (1) design of tooling; (2) interfaces and usability; (3) evaluation and testing; (4) adoption, diffusion and commercialization of tooling; (5) privacy and security of tool users; (6) the use of tooling in business model education; and (7) future tooling enabled by big data and machine learning.

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Section: Other Bm Toolsmentioning

confidence: 99%

Business model tooling: where research and practice meet

et al. 2020

Self Cite

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“…First, the usual tools, e.g., business model canvas, foresight cards and web-based tools, such as the e3value modelling tool 1 (Athanasopoulou & De Reuver, 2020 ) that support business model dynamics are typically designed with larger businesses in mind; thus, they do not account for SMEs’ limited resources (Miller et al, 2020 ), the particularities of SMEs’ organisational features or their lack of strategic capabilities (Cosenz & Bivona, 2020 ). Therefore, SMEs often adapt and reinvent business models using tailor-made approaches that focus on their own idiosyncrasies (Bianchi et al, 2018 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Using Business Analytics for SME Business Model Transformation under Pandemic Time Pressure

2022

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The COVID-19 pandemic has had an unprecedented impact on many industry sectors, forcing many companies and particularly Small Medium Enterprises (SMEs) to fundamentally change their business models under extreme time pressure. While there are claims that technologies such as analytics can help such rapid transitions, little empirical research exists that shows if or how Business Analytics (BA) supports the adaptation or innovation of SMEs’ business models, let alone within the context of extreme time pressure and turbulence. This study addresses this gap through an exemplar case, where the SME actively used location-based business analytics for rapid business model adaptation and innovation during the Covid-19 crisis. The paper contributes to existing theory by providing a set of propositions, an agenda for future research and a guide for SMEs to assess and implement their own use of analytics for business model transformation.

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“…The concept of business models is integrated with a variety of academic disciplines (Chesbrough & Rosenbloom, 2002 ), for example, innovation and strategy (Magretta, 2002 ; Schwarz & Legner, 2020 ; Vanhaverbeke & Chesbrough, 2014 ), business architecture (Gassmann et al, 2014 ), entrepreneurial analysis (Schaltegger et al, 2016 ), tooling exploration (Athanasopoulou & De Reuver, 2020 ) and digitalisation (Witschel et al, 2019 ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Four-step approach to idea management sequencing: redefining or reinventing values in a business model

Miķelsone

Uvarova²,

Segers³

2022

J Innov Entrep

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The purpose of this paper is to create and test an idea management sequence framework to reinvent or redefine the value proposition. Idea management with sequencing activities must be considered as a systematic managerial process and should not be confused with the occasional result of an individual with a design thinking mindset. This paper suggests a new approach—a systematic, 4-step idea management sequence to redefine or reinvent value proposition in a business model, which was validated through an action-based research method involving 20 managers from practice by applying the proposed framework. Based on the idea management approach, authors describe the idea generation and evaluation processes and their possible moderation elements. This research contributes to previous studies of the design thinking and innovation by substantiating a concept of the idea management sequencing and proposing a new 4-step approach that can be applied by organisations to redefine or reinvent value proposition in their business models. Being influenced by pandemic restrictions and the full or partial remote workforce, the 4-step idea management approach is beneficial for virtual group sessions as it increases the quality of outcomes, engagement of individuals, collaborative openness, and confidence.

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How do business model tools facilitate business model exploration? Evidence from action research

Cited by 27 publications

References 46 publications

Business model tooling: where research and practice meet

Business model tooling: where research and practice meet

Using Business Analytics for SME Business Model Transformation under Pandemic Time Pressure

Four-step approach to idea management sequencing: redefining or reinventing values in a business model

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