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A .The business model ontology- A proposition in a design science approach [D], Université de Lausanne ,
- Mahadevan.B.A. framework for business model innovation[R].IMRC 2004 Conference,
, 2004
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Clarifying Business Models: Origins, Present, and Future of the Concept
- COMMUNICATIONS OF THE ASSOCIATION FOR INFORMATION SYSTEMS
, 2005
"... This paper aims to clarify the concept of business models, its usages, and its roles in the Information Systems domain. A review of the literature shows a broad diversity of understandings, usages, and places in the firm. The paper identifies the terminology or ontology used to describe a business m ..."
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Cited by 141 (2 self)
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This paper aims to clarify the concept of business models, its usages, and its roles in the Information Systems domain. A review of the literature shows a broad diversity of understandings, usages, and places in the firm. The paper identifies the terminology or ontology used to describe a business model, and compares this terminology with previous work. Then the general usages, roles and potential of the concept are outlined. Finally, the connection between the business model concept and Information Systems is described in the form of eight propositions to be analyzed in future work.
A Framework for Understanding and Analysing e-Business Models
- PROCEEDINGS OF 16TH BLED ELECTRONIC COMMERCE CONFERENCE: ETRANSFORMATION, KRANJ: MODERNA ORGANIZACIJA, 2003
, 2003
"... As the evolution of e-business technology has passed from the early phase of hype and innovation to the mature phase of adoption and use, the research interest of both the academic and business communities is shifting to investigating opportunities for market exploitation of e-business technologies. ..."
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Cited by 28 (0 self)
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As the evolution of e-business technology has passed from the early phase of hype and innovation to the mature phase of adoption and use, the research interest of both the academic and business communities is shifting to investigating opportunities for market exploitation of e-business technologies. As a result, the debates around established e-business models, as well as the way to achieve business model innovation, are ever increasing. However, while many researchers and practitioners are contemplating business models, there is a distinct lack of appropriate theoretical tools in the literature to structure and codify the extant knowledge in the area. The existing research contributions are featured by a great degree of diversity, which is due to the existence of
Comparing Two Business Model Ontologies for Designing E-Business Models and Value Constellations
- IN PROCEEDINGS OF THE 18TH BLED ECONFERENCE
, 2005
"... Business models have been an important topic in various disciplines and particularly e-business. Yet, little research has tempted to compare and integrate the different business model approaches. This paper compares two business model ontologies, the Business Model Ontology BMO and the e3value ontol ..."
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Cited by 23 (1 self)
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Business models have been an important topic in various disciplines and particularly e-business. Yet, little research has tempted to compare and integrate the different business model approaches. This paper compares two business model ontologies, the Business Model Ontology BMO and the e3value ontology, for the design of business models and value constellations. For that purpose it introduces a framework that allows the comparison of different conceptual approaches to business models. The two ontologies are illustrated through a case study in the domain of rights music management. The outcome of the analysis is twofold. Firstly, it permits a better understanding of business model research. Secondly, it highlights the possible paths to integrate the two ontologies in order to improve the representation, design, and analysis of business models.
Browsing as the killer app: Explaining the rapid success of Apple’s iPhone
- Telecommunications Policy
, 2010
"... Abstract: Since the mid-1990s, the mobile phone industry has sought widespread adoption of mobile data services, envisioning a new “mobile Internet ” with its own complex value network delivered through smartphone terminals. With its iPhone, Apple rapidly gained smartphone market share while spurrin ..."
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Cited by 19 (1 self)
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Abstract: Since the mid-1990s, the mobile phone industry has sought widespread adoption of mobile data services, envisioning a new “mobile Internet ” with its own complex value network delivered through smartphone terminals. With its iPhone, Apple rapidly gained smartphone market share while spurring widespread adoption of mobile data services in the United States. Here we argue that the success of the iPhone was based on Apple’s conception of the mobile Internet as being another modality of the existing wired Internet, and its leveraging of existing systems competencies. We demonstrate how a promise to deliver the “real Internet ” was a core part of Apple’s original strategy, and that iPhone users quickly showed an interest in web browsing disproportionate to any other mobile phone in the US or Europe. From this, we suggest implications for the development of the mobile Internet in other countries, as well as for future value creation and capture in mobile phone
Business Model: a prerequisite for success in the network economy
, 2005
"... The contemporary network economy is built on powerful fixed and mobile network infrastructures. These infrastructures provide the solid ground for the continuous and rapid introduction of innovative both telecommunication services and business application servicesOne of the most critical preconditio ..."
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Cited by 15 (6 self)
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The contemporary network economy is built on powerful fixed and mobile network infrastructures. These infrastructures provide the solid ground for the continuous and rapid introduction of innovative both telecommunication services and business application servicesOne of the most critical preconditions for the success of these services is to be based on sound business models. Especially today, in the dawn of the networked economy, the concept of business model is not a theoretical tool but a prerequisite for success. Business model is one of the most common factors encountered for, when Internet firms succeed in business. Furthermore, the rapid introduction of innovative applications necessitates the rational design of their business model. However, despite the extensive use, and sometimes misuse, of the business model concept, there is not extensive the scientific research that has been conducted in this area. Moreover, there is still some ambiguity concerning the exact meaning of this concept, which results in a diversity of definitions and a confusion in terminology. In the present paper, initially we present a literature review on the theoretical foundations of business model presenting its definitions- and its components.. Then we focus on the research that has been conducted so far concerning methodologies for designing new business models, we identify its shortcomings and we propose a new framework for ‘digital ’ business model design, by implementing it in a real- life business case. 1
Innovation in Experiential Services - An Empirical View. In
- In: Innovation in Services
, 2007
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Problem Frames Approach for e-Business Systems
- 1st International Workshop on Advances and Applications of Problem Frames
, 2004
"... We propose a Problem Frames approach for ebusiness systems that incorporates a business strategy dimension as a means of describing the e-business problem domain. To achieve this, we employ both goal modeling and the Problem Frames approach. Jackson's context diagrams, which are used to represe ..."
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Cited by 12 (7 self)
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We propose a Problem Frames approach for ebusiness systems that incorporates a business strategy dimension as a means of describing the e-business problem domain. To achieve this, we employ both goal modeling and the Problem Frames approach. Jackson's context diagrams, which are used to represent the business model context, are integrated with goal-models to describe the complete business strategy. As a means of simultaneously decomposing both the optative and indicative parts of a requirements problem, from an abstract business level to concrete system requirements, we leverage the paradigm of projection in both approaches while maintaining traceability to high-level business objectives. We demonstrate the feasibility of our approach via a proof-of-concept case study from the literature.
Developing EBusiness Dynamic Capabilities: An Analysis of ECommerce Innovation from I-, M- to U-Commerce
- Journal of Organizational Computing and Electronic Commerce
, 2008
"... This study uses an electronic commerce (E-commerce) innovation model to analyze the differences in technological knowledge, business model, and dynamic capability aspects used in Internet-enabled commerce (I-commerce) versus mobile commerce (M-commerce) versus ubiquitous commerce (U-commerce). The ..."
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Cited by 11 (0 self)
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This study uses an electronic commerce (E-commerce) innovation model to analyze the differences in technological knowledge, business model, and dynamic capability aspects used in Internet-enabled commerce (I-commerce) versus mobile commerce (M-commerce) versus ubiquitous commerce (U-commerce). The results indicate that the innovation from I-commerce to M-commerce is radical, leading to drastic changes in the business model. However, from M-commerce to U-commerce, disruptive changes occur in both technological and business model dimensions. A set of critical dynamic capabilities for each innovation is identified. These results provide great insight for practitioners and scholars for enhancing their understanding of E-commerce innovation, and provide guidelines to help practitioners adapt from one type of innovation to another.
