Обновление стратегических бизнес-моделей высокотехнологичных компаний в условиях глобальной цифровой кооперации

Crafting business models for conflicting goals: Lessons from creative service firms

Evolution of Business Models: Past and Present Trends

Business modeling tools are crucial for designing and implementing successful business models. However, there exist instances—which we refer to as the design of ecosystemic business models—in which developing a business model requires simultaneous consideration of both one’s own business model and that of ecosystem partners. In these instances, standard business modeling tools focusing on representing business models in isolation may be inadequate. Based on a real-world example of a business ecosystem from the maritime logistics industry, we highlight five significant design challenges for ecosystemic business models. We then reflect on and discuss the extended role of the business model as an instrument for inter-organizational alignment, and draw out three implications for business modeling tools. The objective of this paper is to deduce implications and functional design requirements for business modeling tools from a conceptual perspective.

Business modelling is recognized as an important concept to make company strategies more explicit and to compare alternatives combined with their translation to the operational layer. Typically, busi-ness modelling is performed by a group of experts building on established frameworks like the Busi-ness Model Canvas. In a subsequent step, different stakeholders in a company should build upon and work with the defined business models, thus, comprehension is critical. However, this is challenging from a practical point of view and existing research has not addressed the issue of business model comprehension. In order to close this research gap and to increase users’ business model comprehen-sion, we propose an advanced business model tool and an experimental design in this research-in-progress paper. Following the design science approach, we derive a first set of meta-requirements and design principles and present an advanced business model tool instantiation. The presented tool should contribute to an increased business model comprehension by providing semantic relationships and extended business performance indicators. Finally, we present a set of testable hypotheses and the research design for an experimental tool evaluation. With this research we intend to provide a solu-tion to the problem of business model comprehension and contribute to the design knowledge base of business model tools.

It is widely recognised that there is an increased need for business modellers to understand businesses do not exist in isolation, but are part of a complex interconnected and interactive system (e.g. local communities, national and global societies, natural environment settings, local and global economies). There is an increased pressure on businesses to think beyond self-interests and focussing on maximising their profits. Many now argue that every business needs to take a transcendent responsibility for its actions and decisions. Moreover, there are increasing numbers of stakeholders (e.g. employees, customers, suppliers), besides shareholders, who want to have their say and influence on how businesses do the business. There are also calls for transcendent business education, with the claim that it has not been shown clearly enough how businesses could achieve their objectives with transcendent responsibilities. A transcendent business is one that goes beyond self-interest and generating profit; it is a business that simultaneously accounts for multiple typological groupings when developing business objectives, and leaves behind a better world for the next generation. This thesis presents a Transcendent Reference Model and Methodology (TRM+) of a business modelling approach that goes beyond self-interest and generating profit. The TRM+ is a set of repeatable steps/phases that have been developed to assist future business entrepreneurs /modellers to design business models for their transcendent businesses around their selected innovations/patents. The TRM+ consists of a number of problem solving and decision-making methods (heuristics), and interpretations. These can assist business entrepreneurs/modellers to make decisions during the process of designing business models of their transcendent businesses – businesses that simultaneously account for multiple typological groupings (e.g. social, environmental, economic) when developing business opportunities from post-incubation innovations/patents. The TRM+ is exercised by developing a detailed business model for a hypothetical transcendent business around a selected patent, and by extracting knowledge from multiple expert groups (Corporate Social Responsibility (CSR) experts, Solar Thermal Power (STP) experts with expertise relative to a selected patent, and business entrepreneurs). Whilst the TRM+ has been shown to be conceptually viable, it is no more than a theoretical reference model and methodology at this stage. There is a need for its practical testing as well as a need for feedback from business modellers who will use it as a guide for developing business models of their transcendent businesses. The TRM+ is a first step toward development of a reusable methodology for transcendent business modelling and measurement. It provides a foundation for future research and refinement of the TRM+.

Business modeling is becoming a foundational process in the information technology industry. Many ICT companies are constructing their business models to stay competitive on the cutting edge of the technology world. However, when comes to new technologies or emerging markets, it remains difficult for the decision maker to make an assertive choice. This paper aims to fill this gap by providing organizations with an overall approach to better design and develop business models in an innovative ICT market. The business model canvas is used to analyze existing players in the market. Moreover, a case study is made of Software Defined Networking (SDN): a business model template for SDN is proposed as a representation tool to bridge the business concept and the SDN functionalities. The models and methods are evaluated and enhanced by interviewing experts from key players in the SDN market. In addition, the method is applied to a case organization for further evaluation, which indicates that an average satisfaction score of 0.77 out of 1 to the model. Therefore, the approach of creating new business models in innovative ICT market in this paper is found to be appropriate and effective in analyzing existing SDN providers and reusing their business components of activities into a new SDN strategy.

Purpose The purpose of this chapter is to introduce the concept of public business models and develop a theory for the process of developing and managing public business models. Methodology This research synthesizes insights from various fields into a set of theoretical ideas that lay out what public business models are, to what extent they differ from commercial/industrial business models, and how they are developed and managed by public entrepreneurs. Findings Developing and managing a business model is an entrepreneurial task that has been missing from the public entrepreneurship literature. Public entrepreneurs perform these tasks using public and private resources, leveraging public institutional systems, and developing capabilities that differ in several dimensions from private entrepreneurs due to the nature of public goods and existence of quasi-markets where public business models are developed and used. Research limitations/implications This chapter opens new avenues for research in public entrepreneurship by suggesting that (1) public business models form the foundation of public entrepreneurship, (2) public business models differ from commercial business models not in their functionality but rather in their scope and design, and (3) public business models co-evolve with public institutions to maintain their legitimacy and value creation potential. Practical implications This chapter equips public entrepreneurs with new insights into enterprising behaviors and the dynamism of value creation and capture in public ventures. Originality/value The current study represents the first attempt to directly incorporate the notion of business models into the public entrepreneurship literature.

Business Models in CMMN, DMN and ArchiMate language

Building on cognitive theories and business model literature, the object of this paper is to analyze to what extent entrepreneurs rely on heuristics to develop startups and innovation business models. While recent research has referred to a cognitive view on business modeling, it is still unclear how the cognitive foundations of such modeling happens. Despite the constraining effects that management and entrepreneurship literature has attributed to these cognitive tools, we argue that in making sense of uncertainty, “fast and frugal” heuristics provides entrepreneurs with robust strategies to connect the dots that give rise to startups and their business models. The paper makes two main contributions. First, we introduce the heuristic of similarity into the business modeling literature. Second, through the results of a qualitative survey, we conceptualize and theorize on the cognitive activity of business modeling, presenting it as an iterative process of configuring heuristics.

The advances of cloud computing and Internet-of-things (IoT) technologies are motivating the transformation from the traditional product-focused development to service-oriented business models with cloud-based solutions in many companies. Different business approaches have emerged with innovative ideas on creating intelligent services and profitable business ecosystems with many actors involved in various value chains. In this transition process, the design of business models plays an essential role to a company's growth and success, and requires a mindset shift in how to create and capture value for companies in the connected world. In order to adapt to the global and collaborative business environment, some of the traditional business models are further developed to adjust to the Internet-of-things context, and some new ones have emerged. The aim of this study is therefore to survey these business modeling and design methods, identify their characteristics, and analyze how they manage the dynamic, global, and collaborative environment in the Internet-of-things business ecosystem. We discuss also the challenges related to the business model transformation process for businesses, including data, services, transition process, and legal and regulation perspectives.

With the depletion of easily accessible deposits and the transition of the industry to the Industry 4.0 principles the need for more than just increasing production volumes and applying new technologies including automation and modern digital technologies, but also for solutions to a number of organizational and socio-economic problems faced by this sector. All these problems are in one way or another related to the change in the business model of extractive companies. Under these conditions, studying the features of the business models of the major Russian companies in the extractive sector under the transition to the Industry 4.0 is a relevant research task. The purpose of this article is to characterize the features of business models of large Russian extractive companies operating in the fuel and energy complex and to describe the possible directions of their transformation under the influence of Industry 4.0. Our analysis of the business models of the major Russian mining companies and comparison to their foreign counterparts showed a certain conservatism in Russian companies and the lag in the implementation of digital platforms, despite the interest of companies’ management in using digital technologies. This is largely due to the low willingness of most companies to complicate their business models and to implement digital transformation. Such trends can be explained by the fact that companies tend to choose a vertically integrated model. They are in the early stages of digital transformation and mainly focused on operational aspects. In most Russian mining companies, the level of automation of production and administrative processes is low, and the use of digital technologies is still limited mainly to pilot projects. To achieve a systemic effect from digitalization, it is necessary to combine the efforts of all interested parties – the government, companies, the innovation community, and academic circles.

Currently, business modelling is more an art, than a science, as no widely accepted method exist for the design and specification of business models. This could be an important reason why many IT innovation projects fail to be absorbed in a real life setting. We propose a structured method to create “as-is” business models in a repeatable manner. The method consists of the following steps: identify the involved roles, recognize relations among roles, specify the main activities, and quantify using realistic estimates of the model. The resulting business model reflects the current situation. This is the basis for further analysis of possible business cases, scenarios, and alternative innovations, which may enable successful projects to be implemented, instead of ending on a shelf after the pilot stage. We illustrate the proposed method by means of a case in the healthcare sector.

PurposeRepeatedly engaging in strategic exercises may lead to a certain weariness, as the same strategic processes are used over and over again. The authors advocate looking at business model as a new concept to challenge existing beliefs and what is taken for granted. This paper aims to better understand how business model renews strategic processes. Does it change the strategic process, or is it a new strategic tool? Based on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies. To combine the understanding of history necessary for strategic thinking with the ability to think outside the box requires a certain flexibility of mind, which can be called cognitive strategic ambidexterity.Design/methodology/approachBased on an analysis of the strategic processes of eight small- or medium-sized enterprises, this paper shows that it is not because of business modelling that top managers may renew their strategic approach and think outside the box.FindingsBased on an analysis of the strategic processes of eight small- and medium-sized enterprises, the authors identify four mechanisms for challenging existing strategic processes: cognitive challenge, focus on process, mindset and mindset change, cognition and capabilities. Renewing strategic tools and processes is necessary to change the lens through which the environment is viewed. This change of perspective happens because of newness in the process of how top managers read the organisation and the environment, thus adapting their business more quickly than do other companies.Originality/valueA lot of research has been conducted in the fields of strategy as practice and business model. The newness added by this article is the interlinkage between the two fields of research. Looking at the process of strategy through the lens of business modelling has so far not been covered. Cognitive strategic ambidexterity is the key.

This article explores the dynamics of publication activity in the field of business models of digital entrepreneurship based on the data from the Scopus database over the period 2011–2024. The purpose of the study is to identify patterns in the development of scientific research on digital entrepreneurship and the evolution of business models as reliable tools for promoting entrepreneurial projects in the context of digitalization and globalization. An integrated bibliometric approach was employed to analyze research outcomes and publication trends related to business models in digital entrepreneurship. The articles search and data analysis were conducted using the Scopus database and its analytical tools. Keyword co-occurrence networks and clustering of research areas were visualized using VOSviewer software. The article has identified the key trends in the development of research in this field, in particular a significant increase in publications since 2018, resulting from the rise of global e-commerce and the influence of digital technologies on entrepreneurial activity. The most highly cited publications have been reviewed, along with the top 10 scholars who have made significant contributions to the study of digital entrepreneurship business models. Additionally, the distribution of publications by country and funding source was analyzed, highlighting the major centers of scientific activity. Based on keyword clustering via VOSviewer, the main research directions have been outlined, including digital entrepreneurship, e-commerce, business modeling, and innovation. The results may serve as a valuable resource for identifying current trends and future directions in digital entrepreneurship research. JEL Classification: F41, M13, М21

PurposeEstablished firms are increasingly under pressure to develop new business models (BM) in a continuous manner to cope with competitive constraints and changing market requirements. Business model innovation (BMI) is widely accepted as a viable means to stay ahead of competition. Yet, firms struggle with successful BMI. The barriers to BMI is a widely discussed topic in academia and practice but with little reference to the barriers a firm is confronted with when operating multiple BMs in a corporate portfolio.Design/methodology/approachThis paper investigates the implications for a firm operating a multitude of BMs concurrently. By combining the results of a literature analysis and 15 expert interviews from the fields of corporate strategy, business modelling and consulting, this paper presents and discusses the opportunities and challenges related to BM diversification.FindingsThe findings show that a strategic BM portfolio can be installed for enhanced value creation. However, managing multiple BMs and finding the right balance between existing and new business pose a major challenge for many established firms. With these results, the paper contributes to the existing literature in the fields of BMI and BM portfolio management. The findings clearly show the emerging importance of a strategic corporate BM portfolio for both research and practice and may provide an impetus for management discussions involving strategic BM portfolio decisions.Originality/valueBy building on and adding to existing literature and discussing existing works, this paper aims to giving a structured and comprehensive overview of enhancing and impeding factors on value creation when operating multiple BMs in a corporate portfolio.