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Crafting Business Architecture: the Antecedents of Business Model Design

Published on Dec 1, 2015in Strategic Entrepreneurship Journal2.96
· DOI :10.1002/sej.1200
Raphael Amit38
Estimated H-index: 38
(UPenn: University of Pennsylvania),
Christoph Zott15
Estimated H-index: 15
(University of Navarra)
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Abstract
Anchored in the broad design literature, we derive four antecedents of business model design: goals, templates, stakeholder activities, and environmental constraints. These business model design antecedents are illustrated using interview data from nine new ventures in the peer-to-peer lending space. We proceed with the theoretical development to link the design antecedents to the design themes of business models and conclude with implications for business model research and entrepreneurial leaders. Copyright © 2015 Strategic Management Society.
  • References (57)
  • Citations (73)
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References57
Newest
Published on Jan 1, 2015
Yuliya Snihur5
Estimated H-index: 5
(Toulouse Business School),
Christoph Zott15
Estimated H-index: 15
(University of Navarra)
Business model innovation (BMI) requires building legitimacy, but increased legitimacy raises the possibility of imitation by competitors. To analyze this dilemma, we adopt an institutional perspec...
Published on Mar 1, 2014in Journal of the Academy of Marketing Science9.36
Doreén Pick8
Estimated H-index: 8
(FU: Free University of Berlin),
Martin Eisend25
Estimated H-index: 25
(European University Viadrina)
This article presents a meta-analysis of the antecedents of buyers’ perceived switching costs and switching. The authors synthesize results from 170 independent samples in 152 manuscripts and test several moderator effects and a causal meta-analytic model. The major findings are as follows: (1) Of all antecedents, market-related variables (i.e., alternatives and competition) have the strongest influence on switching costs; they reduce these costs via affecting buyers’ quality perception of a rel...
Published on Nov 1, 2013in Strategic Management Journal5.57
Carmelo Cennamo8
Estimated H-index: 8
(Bocconi University),
Juan Santaló8
Estimated H-index: 8
(IE University)
Because the literature on platform competition emphasizes the role of network effects, it prescribes rapidly expanding a network of platform users and complementary applications to capture entire markets. We challenge the unconditional logic of a winner-take-all (WTA) approach by empirically analyzing the dominant strategies used to build and position platform systems in the U.S. video game industry. We show that when platform firms pursue two popular WTA strategies concurrently and with equal i...
Published on Oct 1, 2013in Academy of Management Review10.63
Richard L. Priem33
Estimated H-index: 33
,
John E. Butler14
Estimated H-index: 14
,
Sali Li12
Estimated H-index: 12
We focus on implications of an agreed upon yet little considered conclusion from our 2001 article—that resource value is determined outside the business-level resource-based view. Starting with this premise, we argue that knowledge accumulation from strategy research—especially actionable knowledge about effective versus ineffective managerial judgments—would be stimulated with more balanced attention not only to value capture for the firm but also to value creation for the firm's customers and,...
Published on Apr 1, 2013in Strategic Management Journal5.57
Ramon Casadesus-Masanell21
Estimated H-index: 21
(Harvard University),
Feng Zhu13
Estimated H-index: 13
(SC: University of Southern California)
This paper provides the first formal model of business model innovation. Our analysis focuses on sponsor-based business model innovations where a firm monetizes its product through sponsors rather than setting prices to its customer base. We analyze strategic interactions between an innovative entrant and an incumbent where the incumbent may imitate the entrant's business model innovation once it is revealed. The results suggest that an entrant needs to strategically choose whether to reveal its...
Karolin Frankenberger8
Estimated H-index: 8
(HSG: University of St. Gallen),
Tobias Weiblen8
Estimated H-index: 8
(HSG: University of St. Gallen)
+ 1 AuthorsOliver Gassmann44
Estimated H-index: 44
(HSG: University of St. Gallen)
Business model innovation has received rising attention as a means for firms to achieve superior performance. Yet, as we argue based on a review of related literature, the research field so far lacks a comprehensive framework that supports managers in their endeavour to innovative their firms’ business models. Based on process models from innovation management literature and insights from 14 cases of past business model innovations, we develop the 4Iframework that structures the business model i...
Published on Sep 1, 2012in Organization Science3.26
Robert Gibbons40
Estimated H-index: 40
(MIT: Massachusetts Institute of Technology),
Rebecca Henderson36
Estimated H-index: 36
(Harvard University)
A large literature identifies unique organizational capabilities as a potent source of competitive advantage, yet our knowledge of why capabilities fail to diffuse more rapidly—particularly in situations in which competitors apparently have strong incentives to adopt them and a well-developed understanding of how they work—remains incomplete. In this paper we suggest that competitively significant capabilities often rest on managerial practices that in turn rely on relational contracts (i.e., in...
Published on Jan 1, 2012in Strategic Management Journal5.57
Feng Zhu13
Estimated H-index: 13
(SC: University of Southern California),
Marco Iansiti27
Estimated H-index: 27
(Harvard University)
This paper seeks to understand when an entrant with superior quality can successfully enter a platform-based market. We analyze a model where an entrant platform with superior quality competes with an incumbent platform. We find that the entrant's success depends critically on the strength of indirect network effects and the consumers' discount factor of future applications. Contrary to the popular belief that an entrant's quality advantage needs to be sufficiently high to overcome the incumbent...
Published on Jul 1, 2011in Journal of Management9.06
Erik Dane12
Estimated H-index: 12
(Rice University)
Although the concept of mindfulness has attracted scholarly attention across multiple disciplines, research on mindfulness in the field of management remains limited. In particular, little research in this field has examined the nature of mindfulness and whether it relates to task performance in organizational and occupational settings. Filling these gaps, the present article delineates mindfulness by (a) defining it as a state of consciousness in which attention is focused on present-moment phe...
Published on Jul 1, 2011in Journal of Management9.06
Christoph Zott15
Estimated H-index: 15
(University of Navarra),
Raphael Amit38
Estimated H-index: 38
(UPenn: University of Pennsylvania),
Lorenzo Massa2
Estimated H-index: 2
(University of Navarra)
This article provides a broad and multifaceted review of the received literature on business models in which the authors examine the business model concept through multiple subject-matter lenses. The review reveals that scholars do not agree on what a business model is and that the literature is developing largely in silos, according to the phenomena of interest of the respective researchers. However, the authors also found emerging common themes among scholars of business models. Specifically, ...
Cited By73
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Published on Sep 1, 2018in Long Range Planning3.36
Stephan von Delft3
Estimated H-index: 3
(Glas.: University of Glasgow),
Sebastian Kortmann4
Estimated H-index: 4
(UvA: University of Amsterdam)
+ 1 AuthorsNiccolò Pisani5
Estimated H-index: 5
(UvA: University of Amsterdam)
Abstract This article explores the concept of leveraging global knowledge for business model innovation, whereby knowledge is transferred across space and firm boundaries for the reconfiguration of an incumbent firm's business model. Considering the implications of an ever-increasing fragmentation of global value chains and the associated dispersion of global knowledge sources, we propose that supply chain partners at foreign locations can provide valuable knowledge that incumbents can leverage ...
Published on Jul 8, 2019in Strategic Entrepreneurship Journal2.96
Gary Dushnitsky14
Estimated H-index: 14
(LBS: London Business School),
Sharon F. Matusik12
Estimated H-index: 12
(CU: University of Colorado Boulder)
Published on Jul 3, 2019in Wireless Networks2.40
Yueqiang Xu1
Estimated H-index: 1
(University of Oulu),
Petri Ahokangas9
Estimated H-index: 9
(University of Oulu)
+ 1 AuthorsTimo Koivumäki10
Estimated H-index: 10
(University of Oulu)
Enabling and empowering the diverse energy resources to have active yet efficient participation in the smart grid and energy market is an unrivaled challenge for the energy industry. This research expands the four dominant archetypes of business models in the energy and electricity market, creating a fifth archetype, the “blockchain marketplace”. The contributions of the study are to identify the extant electricity market designs and architectures as centralized and pseudo-decentralized while pr...
Published on May 27, 2019in Environmental Progress
Silu Chen (CCNU: Central China Normal University), Hsing Hung Chen1
Estimated H-index: 1
(MUST: Macau University of Science and Technology),
Tao Shen (MUST: Macau University of Science and Technology)
Published on Jun 1, 2019in Computers in Human Behavior4.31
Yueqiang Xu1
Estimated H-index: 1
(University of Oulu),
Yueqiang Xu (University of Oulu), Timo Koivumäki1
Estimated H-index: 1
(VTT Technical Research Centre of Finland)
Abstract The radical changes in today’s competitive environment created a “big bang” effect: companies and industries are being disrupted in an unprecedented short time. The challenge has shifted from predicting the unknown or conventional method of venture creation to agile actions, which is to act rapidly before the competition catches up and eliminate any advantage one may have, especially for entrepreneurs and small businesses with significant resource constraints. The objective of this rese...
Published on Jul 1, 2018in Long Range Planning3.36
Karolin Frankenberger8
Estimated H-index: 8
(HSG: University of St. Gallen),
Roman Sauer2
Estimated H-index: 2
(HSG: University of St. Gallen)
Abstract A firm's ability to conceive performance-enhancing business models (BMs) has become a cornerstone of competitive advantage. There is consensus that external triggers spur such BM change, but the literature has remained silent on the role of internal and cognitive antecedents such as managerial attention. In our inductive case study of four corporate spin-offs, we find that top management teams (TMTs) with a specific set of attention patterns are more likely to develop performance-enhanc...
Published on May 1, 2018in Long Range Planning3.36
Patrick Spieth14
Estimated H-index: 14
(University of Kassel),
Sabrina Schneider5
Estimated H-index: 5
(University of Kassel)
+ 1 AuthorsDaniel Eichenberg1
Estimated H-index: 1
(University of Kassel)
Abstract Hybrid organizational forms that combine commercial and welfare institutional logics play an increasingly important role in addressing the grand societal challenges we face today. Building on the literatures on hybrid organizations and social business models, we explore the characteristics of social businesses from a business model perspective. This study seeks to better understand the particularities and value drivers of hybrid social purpose in contrast to purely commercial business m...
Published on May 22, 2018in European Management Review1.60
Dirk Schneckenberg13
Estimated H-index: 13
(ESC Rennes School of Business),
Vivek K. Velamuri5
Estimated H-index: 5
(HHL Leipzig Graduate School of Management),
Christian Comberg1
Estimated H-index: 1
(HHL Leipzig Graduate School of Management)
Published on May 24, 2019in Administrative Science Quarterly8.02
Rory McDonald5
Estimated H-index: 5
(Harvard University),
Kathleen M. Eisenhardt58
Estimated H-index: 58
(Stanford University)
Prior research has advanced several explanations for entrepreneurial success in nascent markets but leaves a key imperative unexplored: the business model. By studying five ventures in a nascent financial-technology market, we develop a novel theoretical framework for understanding how entrepreneurs effectively design business models: parallel play. Similar to parallel play by preschoolers, entrepreneurs engaged in parallel play interweave action, cognition, and timing to accelerate learning abo...
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