Dominant Business Model Research Articles

DE FOREST PHONOFILMS

This paper argues that existing research on the film industry’s conversion to sound largely overlooks the contribution of Lee de Forest and the ‘Phonofilm’ system. Informed by research in De Forest’s personal archive, it suggests that to a certain extent, the development and commercial exploitation of De Forest’s technology contradicts one of the principal implicit assumptions made by historians of this period, that when technology became available which fulfilled certain economic and cultural criteria, its adoption quickly and inevitably followed. Rather, it was De Forest’s refusal to conform to established and increasingly dominant business models that ensured Phonofilm’s failure, even though the technology itself was very similar to that used by the major Hollywood studios in the eventual wholesale conversion.

Airline Business Models and Networks: Regulation, Competition and Evolution in Aviation Markets

This paper examines the evolution of airline business models and network structure decisions in the passenger aviation industry. The paper reviews the growth of hub-and-spoke networks as the dominant business model following deregulation in the latter part of the 20th century, followed by the emergence of low cost carriers as a global phenomenon at the end of the century. The paper highlights the link between airline business strategies and network structures, and examines the resulting competition between divergent network structure business models. In this context, we discuss issues of market structure stability and the role played by competition policy.

Regulation, competition and network evolution in aviation

Our focus is the evolution of business strategies and network structure decisions in the commercial passenger aviation industry. The paper reviews the growth of hub-and-spoke networks as the dominant business model following deregulation in the latter part of the 20th century, followed by the emergence of value-based airlines as a global phenomenon at the end of the century. The paper highlights the link between airline business strategies and network structures, and examines the resulting competition between divergent network structure business models. In this context we discuss issues of market structure stability and the role played by competition policy.

Disruption, disintegration and the dissipation of differentiability

This paper proposes a deductively derived model to help managers who preside over decisions to integrate or outsource to assess ex ante whether, when and why it might be strategically and competitively important to develop internal capabilities to perform certain activities in-house, and when it would be sensible and safe to outsource elements of value-added. Among the paper’s conclusions are that the competitive advantage from vertical integration is strongest in tiers of the market where customers are under-served by the functionality or performance available from products in the market. Vertical integration tends to be a disadvantage when customers are over-served by the functionality available from products in the market. Vertically integrated firms will therefore often dominate in the most demanding tiers of markets that have grown to substantial size, while a horizontally stratified, or disintegrated, industry structure will often be the dominant business model in the tiers of the market that are less demanding of functionality.

Value-Based Medicine

Value-Based Medicine