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Introduction to the SEJ Special Issue on Business Models: Business Models within the Domain of Strategic Entrepreneurship

Published on Mar 1, 2015in Strategic Entrepreneurship Journal2.956
· DOI :10.1002/sej.1194
Benoît Demil10
Estimated H-index: 10
(university of lille),
Xavier Lecocq11
Estimated H-index: 11
(Lille Catholic University)
+ 1 AuthorsChristoph Zott15
Estimated H-index: 15
(University of Navarra)
Sources
Abstract
The study of business models involves exploring how firms do business at the system level. It lies at the intersection of strategy and entrepreneurship research and is, therefore, a topic of interest for scholars of strategic entrepreneurship. The purpose of this special issue is to publish work that develops theory on business models, or empirically investigates the phenomenon, and to inspire future research on the topic. In our introduction, we briefly review the main conceptual developments of the past two decades. We highlight three contributions that business model research is poised to make to the domain of strategic entrepreneurship, and, by extension, to its constituent disciplines of strategy and entrepreneurship: (1) reconnecting strategy with entrepreneurship; (2) suggesting a more central place for customers in our frameworks and analyses; and (3) emphasizing the importance of implementation. We subsequently present the articles in this special issue and explain how they relate to these themes. We conclude with suggestions for future research. Copyright © 2015 Strategic Management Society.
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References66
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#1Luis L. Martins (University of Texas at Austin)H-Index: 20
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We advance a theory of how business models can be innovated proactively in the absence of exogenous changes, through processes of generative cognition. We contribute to the cognitive perspective in strategy by analyzing business models as schemas that organize managerial understandings about the design of firms' value-creating activities and exchanges and by theorizing how they can be innovated through processes for proactive schema change. Drawing on cognitive psychology research on two major c...
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This study extends extant research on business model change by examining the impact of venture capital firms (VCFs) on the performance of young ventures that have substantially changed their business model. The analysis, using a unique dataset of 163 venture capital-backed portfolio companies (PFCs), reveals a positive relationship between the scope of VCF involvement and PFC performance. Furthermore, the VCFs' experience with business model change and the recruitment of an outside CEO to the PF...
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#1Humberto Brea-Solís (University of Liège)H-Index: 2
#2Ramon Casadesus-Masanell (Harvard University)H-Index: 21
Last. Emili Grifell i Tatjé (Autonomous University of Barcelona)H-Index: 17
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We develop an analytical framework on the basis of the economics of business performance to provide quantitative insight into the link between a firm's business model choices and their profit consequences. The method is applied to Walmart by building a qualitative representation of its business model and mapping that representation on an analytical model that quantifies the company's sources of advantage over time. The analysis suggests that the effectiveness of a particular business model depen...
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#1Stephen K. Kim (Iowa State University)H-Index: 10
#2Sungwook Min (LBSU: California State University, Long Beach)H-Index: 7
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#1Yuliya Snihur (Toulouse Business School)H-Index: 7
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Pharmaceutical firms face a period of unparalleled turmoil. Major societal, technological, and regulatory challenges require firms to quickly respond to a rapidly changing environment. In particular, the issue of how to improve R&D productivity is considered the key challenge faced by the pharmaceutical industry nowadays. The core thesis of this chapter is that grassroots innovation programs—structured processes aimed at stimulating employees in all corners of the organization to contribute to i...
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Abstract This paper explores how family-owned SMEs and their external stakeholders co-create value for end consumers. Our empirical data consists of 22 semi-structured interviews with the senior management of family-owned SMEs, supplemented by 1107 items of archival data. The findings shed light on precisely how contemporary family business practitioners can expand their business model (through external orientation and stakeholder collaborations). In doing so, we enrich SME literature by offerin...
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Abstract The B Corporation (B Corp) audit and certification acts as a third-party signal of social purpose business model innovation. It is argued that B Corp certification helps organizations to capture value above economic gains, from activities with ethical, sustainable or moral objectives. However, the varying journeys and certification motivations of B Corps are poorly understood. In this paper we use theory related to the process of organizational design ( Zott & Amit, 2010 ) to unpack the...
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#1Nicole Siebold (Otto-von-Guericke University Magdeburg)H-Index: 1
Abstract Social purpose organizations pursue dual missions and address heterogeneous stakeholders, which offers them a broad range of opportunities to innovate their business models. In this paper, we identify key stakeholders of social purpose organizations – beneficiaries, donors, customers, employees, partners, competitors, and the government – and use them as reference points to analyze how the business model processes of value creation, delivery, and capture can be innovated. Our analysis i...
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