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2014 | 13 | 71--84
Tytuł artykułu

Analyzing Business Model Components Using the Sensitivity Model

Treść / Zawartość
Warianty tytułu
Języki publikacji
EN
Abstrakty
EN
The article deals with the business model and its components as well as the analysis of the relationships between these components using the sensitivity model. For this purpose we define the concept of a business model, paying special attention to its classification and components. Then we discuss the sensitivity model as a practical tool enabling us to define the problem and its elements, to analyze its impact and to explain the possibilities of influence. This research focuses on assessing the relative influence of business model components on each other, thus filling a gap in the literature having to do with the dynamic relationships between business model components. (original abstract)
Twórcy
  • Wyższa Szkoła Biznesu - National Louis University, Poland
autor
  • Reykjavik University, Iceland
Bibliografia
  • Amit, R., Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22, 493-520.
  • Chesbrough, H. W. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43, 354-363.
  • Johnson, M. W., Christensen, C. C., Kagermann, H. (2008). Reinventing your business model, Harvard Business Review, 86(12), 50-59.
  • Kasztler, A., Leitner, K.H. (2009). An SNA-based approach for management control of intellectual capital. Journal of Intellectual Capital, 10(3), 329-340.
  • Kujala, S., Artto, K., Aaltonen, P., & Turkulainen, V. (2010). Business models in project -based firms - Towards a typology of solution - specific business models. International Journal of Project Management, 28, 98.
  • Lambert, S.C. (2012). Deconstructing business model frameworks using a reference model. Centre for Accounting, Governance and Sustainability Occasional Working Papers, No. 4, July. University of South Australia, Adelaide.
  • Linder, J.C., Cantrell, S. (2001). Five business-model myths that hold companies back. Strategy & Leadership, 29 (6), 13-18.
  • Morris, M., Schindehutte, M., Allen, J. (2005). The entrepreneur's business model: toward a unified perspective, Journal of Business Research, 58(6), 726-735.
  • Morris, M.H., Malone, M., Chair, Shirokova, G., Shatalov, A. (2013). The business model and firm performance: The case of Russian Food Service Ventures, Journal of Small Business Management, 51(1), 46-65.
  • Nielsen, Ch., Montemari, M. (2012). The role of human resources in business model performance: the case of network-based companies. Journal of Human Resource Costing & Accounting, 16(2), 142-164.
  • Osterwalder, A., Pigneur, Y. (2010). Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers. John Wiley and Sons.
  • Osterwalder, A., Pigneur, Y., Tucci, C. L. (2005). Clarifying business models: Origins, present and future of the concept. Communications of the Association for Information Science (CAIS), 16, 1-25.
  • Smith, W., Binns, A., Tushman, M. (2010). Complex business models: managing strategic paradoxes simultaneously. Long Range Planning, 43 (2-3), 448-461.
  • Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43, 172-194.
  • Ujwary-Gil, A. (2012). Intellectual Capital Statement (ICS) as a Method of Measurement and Management of Knowledge Assets. ECKM, Universidad Politécnica de Cartagena, Juan Gabriel Cegarra (Ed.), Spain, pp. 1211-1222.
  • van der Meer, H. (2007). Open innovation the Dutch treat: challenges in thinking in business models. Creativity and Innovation Management, 16 (2), 192-202.
  • Vester, F. (2012). The Art of Interconnected Thinking: Tools and Concepts for a New Approach to Tackling Complexity. Mcb Verlag.
  • Zott Ch., Amit R., and Massa L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019-1042.
Typ dokumentu
Bibliografia
Identyfikatory
Identyfikator YADDA
bwmeta1.element.ekon-element-000171462014

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