Assessing the Concept of Innovative Business Model with Regard to IT Enterprise

• Autorzy: Ewa Badzińska
• Języki publikacji: EN

Abstrakty

EN

Motivation: The complexity and dynamic changes of external conditions necessary for enterprises to function and increased competition in the local and global markets impose constant search for the most effective business model for the development of organizations. Its accurate identification and measurement influence the utilization of internal capacity of organizations, market opportunities and application of adequate instruments of competition. Aim: The purpose of this study is to perform a synthesis of the theoretical framework concerning business models. The empirical part presents the conceptualization and descriptions of a real business model. It has been developed by a Polish IT (information technology) enterprise for the implementation of modern technological-programming solutions on the international market. Particular attention is paid to the potential of intellectual resources and the value proposition offered by the enterprise. Results: The research findings reveal the existence of interdependencies between intellectual potential of staff members and success in business practice. By creating and implementing innovative business model, the enterprise must take into account the context of micro-business as well as social, economic and political environments in which it operates and the goals and mission of its activity. The conducted research attempts to explain the concept of an innovative business model and confirms that domestic market often turns out to be too small for the needs of growing young technology enterprises. (original abstract)

Słowa kluczowe

EN

Business models; Entrepreneurship; Intellectual capital; Technology-based firms; Information Technology (IT)

PL

Modele biznesowe; Przedsiębiorczość; Kapitał intelektualny; Przedsiębiorstwo technologiczne; Technologia informacyjna

• Czasopismo: Ekonomia i Prawo
• Rocznik: 2017
• Tom: 16
• Numer: nr 3
• Strony: 245--258

Twórcy

autor

Ewa Badzińska

• Poznan University of Technology

Bibliografia

• Afuah, A., & Tucci, C.L. (2003). Internet business models and strategies. Boston: McGraw Hill.
• Alt, R., & Zimmermann, H. (2001). Preface: introduction to special section - business models. Electronic Markets, 11(1). doi:10.1080/713765630.
• Amit, R., & Zott, C. (2001). Value creation in E-business. Strategic Management Journal, 22(6-7). doi:10.1002/smj.187.
• Andries, P., & Debackere, K. (2007). Adaptation and performance in new businesses: understanding the moderating effects of independence and industry. Small Business Economics, 29(1-2). doi:10.1007/s11187-005-5640-2.
• Applegate, L.M. (2001). Emerging E-business models. Harvard Business Review, 79(1).
• Badzińska, E. (2017). Exploring the concept of born to be global in the context of technological entrepreneurship. Journal of Creativity and Business Innovation, 3.
• Berger, I.E., Cunningham, P.H., & Drumwright, M.E. (2007). Mainstreaming corporate social responsibility: developing markets for virtue. California Management Review, 49(4). doi:10.2307/41166409.
• Betz, F. (2002). Strategic business models. Engineering Management Journal, 14(1). doi:10.1080/10429247.2002.11415145.
• Brews, P.J., & Tucci, C.L. (2003). Building internet generation companies: lessons from the front lines of the old economy. Academy of Management Executive, 17(4).
• Chesbrough, H., & Rosenbloom, R.S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox corporation's technology spin-off companies. Industrial and Corporate Change, 11(3). doi:10.1093/icc/11.3.529.
• Claydon, J. (2011). A new direction for CSR: the shortcomings of previous CSR-models and the rationale for a new model. Social Responsibility Journal, 7(3). doi:10.1108/17471111111154545.
• Czakon, W. (2013). Zastosowanie studiów przypadku w badaniach nauk o zarządzaniu. In W. Czakon (ed.), Podstawy metodologii badań w naukach o zarządzaniu. Warszawa: Wolters Kluwer Business.
• Dubosson-Torbay, M., Osterwalder, A., & Pigneur, Y. (2001). E-business model design, classification and measurements. Thunderbird International Business Review, 44(1). doi:10.1002/tie.1036.
• Dyer, J., & Nobeoka, K. (2000). Creating and managing a high performance knowledge-sharing network: the Toyota case. Strategic Management Journal, 21(3). doi:10.1002/(SICI)1097-0266(200003)21:3<345::AID-SMJ96>3.0.CO;2-N.
• Foss, N.J., & Klein, P.G. (2012). Organizing entrepreneurial judgment: a new approach to the firm. Cambridge: Cambridge University Press.
• Gordijn, J., Akkermans, J., & Van Vliet, J. (2001). Designing and evaluating E-business models. IEEE Intellectual Systems, 16(4). doi:10.1109/5254.941353.
• Hamel, G. (2001). Leading the revolution. Boston: Harvard Business School Press.
• ITProjectPlace. (2017). Retrieved 05.05.2017 from www.itprojectplace.eu.
• Jabłoński, A. (2009). Model zrównoważonego biznesu a bezpieczeństwo biznesowe przedsiębiorstwa. Zeszyty Naukowe Wyższej Szkoły Humanitas. Zarządzanie, 2.
• Jick, T.D. (1979). Mixing qualitative and quantitative methods: triangulation in action. Administrative Science Quarterly, 24(4). doi:10.2307/2392366.
• Konczal, E.F. (1975). Models are for managers, not mathematicians. Journal of Systems Management, 26(1).
• Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5).
• Markides, C. (1999). A dynamic view of strategy. Sloan Management Review, 40(3).
• Maxwell, J.A. (2005). Qualitative research design: an interactive approach (2nd edition). Thousand Oaks: Sage Publications.
• Merriam, S.B. (1998). Qualitative research and case studies applications in education. San Francisco: Jossey-Bass Publications.
• Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of Business Research, 58(6). doi:10.1016/j.jbusres.2003.11.001.
• Nacu, C.M., & Avasilcai, S. (2014). Technological ecopreneurship: conceptual approaches. Procedia - Social and Behavioral Sciences, 124. doi:10.1016/j.sbspro.2014.02.481.
• Osterwalder, A., & Pigneur, Y. (2003). Towards strategy and information systems alignment through a business model ontology. Retrieved 05.05.2017 from http://citeseerx.ist.psu.edu.
• Osterwalder, A., & Pigneur, Y. (2010). Business model generation. New Jersey: John Wiley & Sons.
• Osterwalder, A., Pigneur, Y., & Tucci, C.L. (2005). Clarifying business models: origins, present, and future of the concept. Communications of the AIS, 16(1).
• Porter, M.E., & Kramer, M.R. (2006). Strategy and society: the link between competitive advantage and corporate social responsibility. Harvard Business Review, 84(12).
• Raczkowski, K., Sułkowski, Ł., & Fijałkowska, J. (2016). Comparative critical review of Corporate Social Responsibility Business Management Models. International Journal of Contemporary Management, 15(2). doi:10.4467/24498939IJCM.16.014.5554.
• Salerno, M.S., de Vasconcelos Gomes, L.A., da Silva, D.O., Bagno, R.B., & Freitas, S.L.T.U. (2015). Innovation processes: which process for which project? Technovation, 35. doi:10.1016/j.technovation.2014.07.012.
• Seddon, P.B., & Lewis, G.P. (2004). The case for viewing business models as abstraction of strategy. Communications of the Association for Information Systems, 13.
• Sułkowski, Ł., & Fijałkowska, J. (2013). Corporate social responsibility and intellectual capital interaction and voluntary disclosure. Studia Ekonomiczne. Zeszyty Naukowe Uniwersytetu Ekonomicznego w Katowicach, 150.
• Szirmai, A., Naude, W., & Goedhuys, M. (2011). Entrepreneurship, innovation, and economic development: an overview. Oxford: Oxford University Press.
• Szpringer, W. (2012). Innowacyjne modele e-biznesu - perspektywy rozwojowe. Problemy Zarządzania, 10(3). doi:10.7172/1644-9584.38.5.
• Timmers, P. (1998). Business models for electronic markets. Electron Commercial Europe, 8(2). doi:10.1080/10196789800000016.
• Voelpel, S.C., Leibold, M., & Tekie, E.B. (2004). The wheel of business model reinvention: how to reshape your business model to leapfrog competitors. Journal of Change Management, 4(3). doi:10.1080/1469701042000212669.
• Weill, P., & Vitale, M.R. (2001). Place to space: migrating to E-business models. Boston: Harvard Business School Press.
• Yin, R.K. (1984). Case study research: design and methods. Thousand Oaks: Sage Publications.
• Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2). doi:10.1287/orsc.1060.0232.

Identyfikatory

DOI

10.12775/EiP.2017.017