University Press Scholarship Online

You are looking at 11-20 of 75 items for: keywords : business model

Toward a Theory of Business Model Change Jose Santos, Bert Spector, and Ludo Van der Heyden

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0003 Item type: chapter

Despite the continuing attention being paid to business models and the promise of business model innovation, a significant gap in the literature remains: what is the relationship between a company’s business model and the organizational context in which that business model is embedded. This chapter addresses this gap by analyzing the dynamics of the change process required to implement a new business model in a company with an incumbent model. The chapter generates a series of typologies and propositions regarding the business model change process. Its approach has both academic and applied implications. Much of the extant academic literature on business models focuses on models developed by start-ups. Managers of start-ups face numerous challenges, of course. Addressing the requirement to change an incumbent business model is not among them and adds little to an understanding of business model change and the organizational context in which that process unfolds.

The Organizational Dimension of Business Model Exploration: Evidence from the European Postal Industry Marcel Bogers, Kristian J. Sund, and Juan Andrei Villarroel

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0013 Item type: chapter

In recent years postal operators across Europe and much of the developed world have seen an acceleration in digital substitution, as well as a liberalization of the market, such that posts today face lower Page 1 of 6

volumes, but higher competition. Postal operators have had to engage in a massive transformation of their organizations to meet these challenges and have simultaneously sought to diversify their businesses to seek new growth opportunities. This chapter explores examples of business model innovations from postal operators in three European countries. The examples illustrate how business model innovation may be considered a two-stage process of exploration and subsequent exploitation. Focusing primarily on the exploration stage, key organizational tensions emerged from our analysis: cognitive dominant logic, resource struggles, capability substitution and product substitution. It also emerged that these organizations continually experimented with organizational design. In conclusion, the findings suggest areas of organizational design that deserve further research.

The Business of Systems Integration

Andrea Prencipe, Andrew Davies, and Michael Hobday (eds) Published in print: 2005 Published Online: Publisher: Oxford University Press September 2007 DOI: 10.1093/ ISBN: 9780199263233 eISBN: 9780191718847 acprof:oso/9780199263233.001.0001 Item type: book

In the past decade or so, systems integration has become a key factor in the operations, strategy, and competitive advantage of major corporations in a wide variety of sectors (e.g., computing, automotive, telecommunications, military systems, and aerospace). In the past, systems integration was confined to a technical, operations task. Today, systems integration is a strategic task that pervades business management not only at the technical level, but also at the management and strategic levels. This book shows how and why this new kind of systems integration has evolved into an emerging model of industrial organization whereby firms and groups of firms join together different types of knowledge, skill, and activity as well as hardware, software, and human resources to produce new products. The business of systems integration has fundamental implications for the capabilities of firms. Firms have made a transition from being vertically integrated to being the integrator of somebody else's activities. The book delves deeply into the nature, dimensions, and dynamics of the new systems integration, deploying research and analytical techniques from a wide variety of disciplines including, the theory of the firm, the history of technology, industrial organization, regional studies, strategic management, and innovation studies.

Page 2 of 6

e-Business and the New Economy Manuel Castells

in The Internet Galaxy: Reflections on the Internet, Business, and Society Published in print: 2002 Published Online: Publisher: Oxford University Press September 2011 DOI: 10.1093/ ISBN: 9780199255771 eISBN: 9780191698279 acprof:oso/9780199255771.003.0004 Item type: chapter

This chapter defines e-Business as any business activity whose performance of the key operations of management, financing innovation, production, distribution, sales, employee relations, and customer relations predominantly takes place by or on the Internet or other networks of computer networks regardless of the kind of connection between the virtual and the physical dimensions of the firm. It evaluates the transformation of the practice of the firm, the relationship between the Internet and capital markets, the role of work and flexible employment practices in the networking business model, and the specificity of innovation in the economy, at the source of labour productivity growth. It also proposes some hypotheses regarding the characteristics of the new business cycle and of potential crises, prompted by a sharp downturn in the value of technology stocks in financial markets, based on the observation of the period from March 2000 to March 2001.

Canada

Alan M. Rugman in Governments, Globalization, and International Business Published in print: 1999 Published Online: Publisher: Oxford University Press November 2003 DOI: 10.1093/0198296053.003.0007 ISBN: 9780198296058 eISBN: 9780191596209 Item type: chapter

Three themes are pursued in this case study on the impact of globalization on Canada. The first is that from a Canadian perspective, globalization means regionalization; by virtue of the FTA (Canada– US Free Trade Agreement) and NAFTA (North American Free Trade Agreement), Canadian‐based firms have secure and reasonably predictable access to the world's largest market, with the rules‐based regime of the FTA and NAFTA being preferable to the former US‐ dominated power‐based system, although many subtle political and managerial challenges remain, since market access is not perfectly secure. The second characteristic of Canadian strategic management is related to the first and is the need to develop skills in ‘national responsiveness’, due to the asymmetries in size of the US and Canadian Page 3 of 6

economies. The third theme affecting Canadian competitiveness and analysis of globalization is the large amount of foreign ownership; this somewhat complicates the nature of business–government relations in Canada, since more than one‐third of the manufacturing sector is foreign‐owned, with over two‐thirds of this being US FDI (foreign direct investment) in Canada. The four main sections of the chapter are as follows: Foreign ownership and strategic management; Regional strategic management for Canadian firms; The flagship business network model; and Strategy in the Canadian chemical industry.

Company Organization, Business Models, and the Crisis Thomas H. Stanton

in Why Some Firms Thrive While Others Fail: Governance and Management Lessons from the Crisis Published in print: 2012 Published Online: Publisher: Oxford University Press September 2012 DOI: 10.1093/ ISBN: 9780199915996 eISBN: 9780199950324 acprof:oso/9780199915996.003.0006 Item type: chapter

Chapter 6 looks at effects of firms’ organization and business models on their behavior and vulnerabilities. Changes in law and advances in technology encouraged increasing consolidation of financial firms. Too many large complex financial institutions, besides being “too big to fail,” also became “too big to manage.” Firms such as Fannie Mae, Freddie Mac and large mortgage originators such as Countrywide built economies of scale but also vulnerabilities because of their inability or unwillingness to diversify before the crisis hit. As the former CEOs of Fannie Mae and Freddie Mac both told the Commission, the GSE can be hard if not impossible to manage, especially in a crisis.

Understanding Management Models: Going Beyond “What” and “Why” to “How” Work Gets Done in Organizations Julian Birkinshaw and Shaz Ansari

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0005 Item type: chapter

This chapter clarifies what exactly a management model is, and how it is complementary to a business model. As the authors suggest, while every company has an implicit management model, many have failed to Page 4 of 6

articulate the choices they have made on these dimensions, and many have failed to align their management model with their chosen business model. Hence, reviewing the relevant bodies of academic literature on which the concept of a management model draws (e.g., structural contingency theory, organizational culture), the chapter discusses how management model innovation sometimes leads and sometimes lags business model innovation. A future research agenda is proposed.

How Established Firms Exploit Disruptive Business Model Innovation: Strategic and Organizational Challenges Costas Markides

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0007 Item type: chapter

This chapter examines established firms that developed separate units to exploit the markets created by disruptive business model innovation and identifies the strategic and organizational challenges they face in doing so. The findings suggest that established players cannot succeed by simply adopting their disruptors’ (winning) business model in the new markets. Instead, they need to develop a business model which is different from the one they currently employ in the established market and also substantially different from the ones that disruptors use. Further, simply separating the new business model in a new unit is not enough; rather, while keeping it in a separate unit, the parent must also put in place organizational mechanisms that allow the unit to exploit synergies with the parent. To do so effectively, established firms must look at the new market as more than an extension of the established market.

Business Model Innovation in the Pharmaceutical Industry: The Supporting Role of Organizational Design Klement Rasmussen and Nicolai Foss

in Business Model Innovation: The Organizational Dimension Published in print: 2015 Published Online: April Publisher: Oxford University Press 2015 DOI: 10.1093/ ISBN: 9780198701873 eISBN: 9780191771606 acprof:oso/9780198701873.003.0012 Item type: chapter

This chapter investigates business model innovation in the pharmaceutical industry. The chapter shows how much of the ongoing Page 5 of 6

experimentation with business models in the industry is driven by changes related to increasing demands from payers, the increasing role of patients, changing legal requirements, and declining technological opportunity. Based on interviews with LEO Pharma, UCB Pharma, and Novo Nordisk, the chapter distinguishes between three ideal types, namely a traditionalist model (exemplified by Novo Nordisk), the fullblown service-oriented model (UCB Pharma) and the in-between model (LEO Pharma). The chapter illustrates the changes to the organizational design and management processes that accompany the ongoing process of changing business models in these firms.

From Control to Conversion: Embedding the Corporate Model in Western Europe Marie-Laure Djelic

in Exporting the American Model: The Post-War Transformation of European Business Published in print: 1998 Published Online: Publisher: Oxford University Press October 2011 DOI: 10.1093/ ISBN: 9780198293170 eISBN: 9780191684968 acprof:oso/9780198293170.003.0008 Item type: chapter

This chapter discusses the process of embedding the American model of business and industrial production in Western Europe. The launch of the Marshall plan in 1948 provided the U.S. an opportunity to extend its hold over the economic affairs of Western Europe. The Economic Cooperation Administration (ECA), the American agency in charge of foreign assistance, used a coercive or control mechanism to ensure the success of the embedding process. This type of mechanism was necessary to impose rapid changes in the face of strong national resistance, and to limit the extent of reinterpretation and adaptation of the original business model.

Page 6 of 6