Types Of Business Models Research Articles

Sustainable business model adoption among S&P 500 firms: A longitudinal content analysis study

In this study, we examine the diversity of sustainable business models adopted by the largest global corporations — those listed in the S&P 500 index — over the period 2005–2014. We examine press release communications during this period, which represent public data about business-relevant events. We expect that examining this communication can reveal longitudinal patterns in the adoption of sustainable business activities and models. Empirically, we utilize academic and practitioner expert panels to build a set of keywords across nine sustainable business model archetypes and utilize automated content analysis to examine the breadth and nature of a firm's sustainable business activities and practices. We find evidence of the increasing prominence of different types of sustainable business models over time. In particular, the results show that large capitalized firms have mostly adopted the environmentally-oriented archetypes, and to much lesser extent the societal and organizational ones.

Sustainable business models, venture typologies, and entrepreneurial ecosystems: A social network perspective

The successful adaptation and creation of sustainable entrepreneurial ventures significantly influences the ability to create more environmentally and socially integrated economic systems. Sustainable business models are a critical component towards this goal. However, the development of sustainable business models is a complex process that requires a supportive entrepreneurial ecosystem. Integrating literature on sustainable business models, network theory, and entrepreneurial ecosystems, we analyze the influence of organizational-level (venture types and venture tenure) and individual-level factors (types of network actors and their demographic characteristics) that influence the social network connectivity of ventures with sustainable and conventional business models. To this purpose, we modeled two municipal entrepreneurial ecosystems in the Southeast United States through a complex network of stakeholders (e.g. entrepreneurs, investors, institutional leaders) and analyzed the resulting social connectivity measures. Our results indicate that sustainable entrepreneurs were underrepresented when compared to conventional entrepreneurs, but that their networks were more densely connected. We also found that different social clusters emerged, based on type of venture and business model, venture tenure, type of network actor (e.g. entrepreneur or investor), or demographic characteristic. With this study, we contribute to the literature on entrepreneurial ecosystems and sustainable business models.

What makes a sustainable business model successful? An empirical comparison of two peer-to-peer goods-sharing platforms

Sustainable business models are intended to create economic value while benefitting the environment and society. Their wider adoption and diffusion is necessary to tackle pressing societal problems. How they are implemented and what determines their success (or lack thereof) in the market is not yet well understood, however, and deserves further exploration. To help fill the gap in knowledge, this study examines an emerging and innovative type of sustainable business model based on the peer-to-peer (P2P) sharing of underutilised assets facilitated by digital platforms. Its aim is to identify possible reasons for their commercial success or failure. In particular, the study investigates the values of users of a successful P2P goods-sharing platform and to what extent they differ from values of users of a comparable, yet unsuccessful, platform. Previous research on a UK-based online marketplace, Ecomodo, measured people's motivations for joining and the value priorities of users using Schwartz's Portrait Value Questionnaire. Results were compared with data from a representative sample of the UK population and used to explain the platform's low market uptake. The same study is here replicated with members of Peerby, an online marketplace where people rent, lend and borrow their possessions with each other. The analysis shows similar value priorities and orientation in Ecomodo and Peerby respondents, which suggests that the failure of the former platform and the success of the latter may be more directly attributed to differences in their business model design and execution than the types of user.

Business Models and Value

We identify the business model as the mechanism that explains how a firm engages with consumers to create and capture value. We look into the literatures of marketing, strategy, entrepreneurship to identify 4 important – mutually exclusive - theoretical types: dyadic product; dyadic solutions; triadic matchmaking; and triadic multi-sided. Each of these business model types implies a different set of behaviors by the consumer; different actions by the firm; and give rise to differences in value for the consumer; profit opportunities for the firm; different organizational designs and corresponding entrepreneurial pathways. Our paper draws on and extends the current literature on the demand side perspective and effectuation.

How do Open Source software companies respond to institutional pressures? A business model perspective

PurposeOpen Source software companies (OSSCs) are confronted with institutional pressures from Open Source software (OSS) communities. They must find an acceptable balance between the expectations of these communities and their own business model. However, there are still few studies that try to analyse the OSSC business models. The purpose of this paper is to highlight OSSC typical business models by using rich empirical data.Design/methodology/approachThe methodology is based on a combination of quantitative analysis of a sample of 66 OSSCs and qualitative analysis of three typical situations resulting from that sample.FindingsThe quantitative study enables the authors to highlight three typical business models. The in-depth study of three typical cases enables the authors to specify these OSSC business models. The authors can distinguish four key dimensions: the relationship developed with the OSS communities, the strategic manoeuvres made, the key resources and competitive positioning.Research limitations/implicationsThe results indicate that it is possible for firms to accommodate both profit and non-profit logics using different strategic manoeuvres to position themselves with regard to the Open Source institutional environment. Such accommodation requires the development of key resources and the adoption of suitable competitive positioning.Practical implicationsThis study allows the authors to highlight two main practical contributions for OSSCs’ directors. First, the different manoeuvres identified may help them to ensure coherence between their strategic choices and the business model chosen. Second, the results can help OSSC founders identify value creation mechanisms more clearly by analysing four key variables.Originality/valueThis paper provides new insight about OSSCs business models. It aggregates four dimensions that provide a more “fine-grained” analysis of business models, while other studies often emphasise one dimension (usually the regime of appropriability).

Policy Innovation for Offshore CO2 Transport and Storage Deployment

The UK Government's decision to cancel its CCS commercialisation competition in 2015 highlighted that the delivery of the first power CCS projects with transport and storage infrastructure at scale has to take place in a policy environment that is broader than one focussing on low carbon electricity and competitive procurement from the private sector. This paper describes the insights gained from detailed work undertaken during the period of the UK commercialisation programme into the market failures holding back investment in CO2 transport and storage infrastructure and the types of business models that can be used in public-private partnerships to enable finance to flow and projects to be deployed. Policy innovation is more important than technical innovation to kick-start CCS infrastructure investment and the need for new holistic policy portfolios that recognise the importance of this infrastructure for decarbonising multiple sectors of the economy such as heat, transport and industrial processes is discussed.

Understanding platform business models: A mixed methods study of marketplaces

Recent technological advances have enabled the emergence of novel business models based on digital platforms. Marketplace like Airbnb or Uber offer such digital platforms to connect previously unmatched demand-side and supply-side participants through innovative forms of value creation, delivery and capture. While countless firms claim to offer the next ‘Airbnb for X’ or ‘Uber for Y’, we lack knowledge about the defining business model characteristics of these marketplaces. To close the gap, this paper provides a conceptually and empirically grounded taxonomy of their business models. Applying a mixed methods approach, it first develops an integrative framework of marketplace business models. Guided by the framework, the research systematically analyzes 100 randomly selected marketplaces with content analysis and binary coding. The gathered data is analyzed with cluster analysis techniques to develop a taxonomy for marketplace business models. The clustering process reveals six clearly distinguishable types of marketplace business models and thus shows that there is no one-size-fits-all approach to creating, delivering, and capturing value with marketplaces and platforms in general. We characterize these distinctive types on basis of the qualitative and quantitative findings. Among others, we find that two of these types are highly aligned with business model characteristics associated with the so-called sharing economy. The findings are discussed against platform, marketplace, and sharing economy literature to contribute to a higher integration of different literature streams that are concerned with similar organizational types and phenomena.

Carsharing business models in Germany: characteristics, success and future prospects

Carsharing provides an alternative to private car ownership by allowing car use temporarily on an on-demand basis. Operators provide carsharing services using different business models and ownership structures. We distinguish between cooperative, business-to-consumer (B2C) roundtrip and one-way, as well as peer-to-peer (P2P) carsharing. This paper characterizes these different types of business models and compares their success in terms of diffusion using a comprehensive database of all 101 German carsharing providers in 2016. The key result holds that fleet size is significantly different across business models ranging from a few cars (cooperatives in small towns), to a few hundred (B2C roundtrip in larger cities), to over a thousand (B2C one-way in largest cities), up to multiple thousands (P2P across the country). By analyzing for each operator the number of cars per capita in the city they operate in, we do not find significant differences across business models indicating the viability of each separate business model type. Hence, we conclude that business models will continue to co-exist for a while, although some of the business models may well converge in the longer run due to Internet-of-Things applications and the introduction of self-driving cars.

End-to-End Service Orchestration From Access to Backbone

The rise of new types of business models with service providers, content providers, and virtual network operators entering in competition with traditional telco operators is reducing revenue margins, making cost-effective provisioning mechanism a necessity. Costly massive overprovisioning needs thus to be replaced by more intelligent dynamic resource allocation. In addition, it is increasingly recognized that many upcoming 5G applications and services will require assured end-to-end quality of service. Operators have thus started to look at network function virtualization and software-defined networks (SDNs) as means to address the challenges of cost-effective and highly dynamic end-to-end provisioning. In this paper we present a test case of an SDN-driven end-to-end service orchestration using a transport API called the control orchestration protocol. Our testbed, interconnecting a core network (within the Telefonica premises in Madrid) and an access network (within the Trinity College of Dublin facilities), demonstrates the possibility to operate sub-second endto- end capacity reservation, showcasing SDN provisioning across multi-domain networks.

Business Models for Electric Vehicles in China

The problem of global warming and energy shortage is becoming more and more serious in recent years, especially in China. So China attaches great importance to the development of electric vehicles, which are considered as an effective way to deal with the global energy crisis and environmental pollution. And years of the electric vehicles demonstration practices show that, business models play important roles in promoting the industrialization of electric vehicles. Therefore, the paper chooses electric vehicles as its research object , adopts the classic business model analysis framework, tries to analyze two typical business models in China, fast-charging model in Shenzhen and battery-exchange model in Hangzhou, then discusses the obstacles and policy suggestions in the process of business model promotion. The paper concluded that, different business models have different strengths and weaknesses, and feasible business models for electric vehicles that can be promoted to the whole country should be further explored.

Introducing a co-operative-specific business model: The poles of profit and community and their impact on organizational models of energy co-operatives

Abstract The public participation in the energy turnaround resulted in the foundation of many energy co-operatives (ECs) which are predominantly active in photovoltaics. Commonly, the business models of energy co-operatives are designed based on traditional (profit-oriented) concepts from business economics. However, these show their limitations when brought together with co-operative-specific characteristics. The aim of this research is to provide a conceptual framework for energy co-operative business models, meeting the co-operative’s organizational dichotomy of market orientation on one side and community orientation on the other. By synthesizing the relevant theories of business models, co-operatives, and management paradigms, a new business model framework for energy co-operatives is developed. Ultimately, three types of co-operative business models can be distinguished, depending on the members’ roles as well as their corresponding (in-)efficiencies.

THE BUSINESS MODEL AND ITS ROLE IN THE DEVELOPMENT OF THE INNOVATION POLICY (ANALYSIS OF FOREIGN CONCEPTS)

Nowadays, the development of an effective innovation policy is one of the priority issues of the socioeconomic development of Russia and many other countries. However, despite the efforts made, not all of them succeeded in its solution. In Russia, like in a number of other states, the expert community continue to search or effective ways to influence microeconomic entities and, above all, businesses that would yield an adequate response. Therefore, any attempt to reveal structures which, when affected, would lead to the increase in the innovative activity of commercial organizations, are not only of theoretical but also of great practical interest. The paper analyzes proposals of foreign authors on the solution of this problem. The foreign approaches under study are focused on the recognition of the business model as a special component of commercial organizations. Its specifics should be taken into account in development and implementation of the state innovation policy in relation to business. As part of a general critical analysis of the approaches, the author summarized and systematized the existing views on the contents of business models, their types and relationships with innovations in organizations. At present, there is no common understanding in the literature that the choice of particular types of business models determining different sources of innovative activity in response to the corresponding state policy requires a prudent attitude and preliminary clarification of a number of additional conditions. The most significant of these include the type of a business model, the stability of its reproduction and position in the industry markets. The conclusions made in the paper require that new important areas of theoretical research into the domestic economy should be developed. They should be directed towards the determination of business model types in different economic sectors, their stability and development of a corresponding state innovation course with respect to them. Along with above, these conclusions lay the foundations for practical efforts to implement innovative strategies developed for enterprizes with different types of business models.

Business model types associated with network structure changes in the music industry

The music industry is developing and starting to catch up after its downturn in previous years. The number of actors is growing and coming up with different new business models to creatively enter the new market and beat competitors. Unique offerings require new partnerships which change the network structure in the business model. Many companies revise their business models as they deal with various actors with specific terms in constant change. Previous research often captures a single actor's business model and tends not to focus on providing the changing network structures in regards to the different types of business models emerging in the industry. The research reported here was carried out to identify the relationship between the available types of business models and the changing relationship structures in the music industry. The results show that changes in network structures correspond to different business model types in the case of Indonesian music industry. Further research is suggested to gain a better understanding of the implementation and evaluation of the business model types due to the changing network structures.

Business model types associated with network structure changes in the music industry

The music industry is developing and starting to catch up after its downturn in previous years. The number of actors is growing and coming up with different new business models to creatively enter the new market and beat competitors. Unique offerings require new partnerships which change the network structure in the business model. Many companies revise their business models as they deal with various actors with specific terms in constant change. Previous research often captures a single actor's business model and tends not to focus on providing the changing network structures in regards to the different types of business models emerging in the industry. The research reported here was carried out to identify the relationship between the available types of business models and the changing relationship structures in the music industry. The results show that changes in network structures correspond to different business model types in the case of Indonesian music industry. Further research is suggested to gain a better understanding of the implementation and evaluation of the business model types due to the changing network structures.

Networks, business models, and competitiveness in small Finnish firms

Small firms must design business models that leverage the resources of others to succeed in domestic and global markets. This study investigates the variance in business models of small firms seeking to prosper through networking within an intensely competitive landscape. We use explorative quantitative methods to analyse the link between networking, business models and financial performance of 90 small and industrial Finnish firms. The results reveal five types of business models: two of them are oriented internationally and three are oriented domestically. We mapped these business model types within a financial outcomes matrix to capture the differences in business model performance and found that competitiveness and financial performance of small firms under globalisation depend on their business model and networking strategy. In particular, inter-organisational networking contributes to sales growth and international expansion contributes to improved profitability.

Corporate Crisis and the Long View

The public primarily encounters the corporate communications function during a crisis. General rules are a good starting place for dealing with a crisis and handy to know, but a historical perspective is a critical supplement. Understanding the kind of crisis your organization faces (or is attempting to avoid) and managing that crisis successfully to the extent possible involves precedents encompassing connections among corporate identity and culture, brand, reputation, business model, and business type, as well as the changing nature of media and crises themselves. Excerpt UVA-BC-0246 Mar. 1, 2013 CORPORATE CRISIS AND THE LONG VIEW For most organizations, every crisis has an established set of procedures. When a commercial jet crashes, the thinking goes, an airline can do little but comfort families, for example, because government agencies take over investigations and make public announcements. Yet few airlines manage to get it right—unless the airline is lucky enough to have a pilot land in the Hudson River, and even that has to be managed carefully. The public primarily encounters the corporate communications function during a crisis. General rules are a good starting place for dealing with a crisis and handy to know, but a historical perspective is a critical supplement. Understanding the kind of crisis your organization faces or is attempting to avoid—indeed, managing a crisis successfully to the extent possible—involves precedents encompassing connections among corporate identity and culture, brand, reputation, business model, and business type, as well as the changing nature of media and crises themselves. Is the Medium the Mess? . . .

Infocom business models innovation with the development of corporate universities

Since the mid-90s, the infocom industry has gone into a period of sustained disruptive innovations which, combined with deregulation, led to a lot of turbulence and a sometimes difficult redefinition of business models. A Schumpeterian wave of innovation enhanced by competition leads to creation of wealth as an unprecedented investment boom occurs in the infocom sector sustained by overly optimistic and sometimes fraudulent forecasts of internet traffic. We provide a strategic framework by explaining which types of infocom business models are better adapted to cope with the challenges of the new developments related to the digital economy, in order to shape the corporate innovation strategy. We also analyse how the development of a corporate university must be linked to the development of such innovation strategy. The first section of the article deals with the wave of disruptive innovations in the communications industry over the last few years and pinpoints the ubiquity of IT in all aspects of the economy and society. The next section focuses on the search for profitable business models for infocom providers. The links between business model innovation and the development of corporate universities is analysed in the next section. It is followed by a discussion section.

A Study of Business Model of Logistics O2O Industry10) -Focused on Korean Freight Information Network Business-

본 논문은 선행연구가 척박했던 국내 물류산업의 대표적인 O2O비즈니스모델인 화물정보망 비즈니스모델의 유형분류, 구조분석 등을 연구하고 유형별 비즈니스모델의 한계와 이를 보완 및 개선할 수 있는 발전방향을 제시하는 것을 목적으로 한다. 연구목적을 달성하기 위하여 국내 화물정보망사업의 내외적 환경에 부합하는 사례조사, 산업체의 1차 및 2차 자료조사, 화물정보망산업의 3객체인 차주, 화주, 화물정보망 운영사의 임직원 대상의 전문가의견조사, 국내외의 선행논문의 고찰을 통하여 다음과 같은 연구결과를 얻었다. 첫째, 화물정보망사업은 배차 태동기인 초기형태를 포함하여 4개의 변화기를 거쳐 현재와 같은 온라인 플랫폼을 기반으로 하는 스마트폰 어플리케이션 버전의 O2O 단계로 발전하였다. 둘째, 화물정보망사업의 비즈니스모델은 화물정보망 운영사의 업의 개념을 기준으로 수익중심형 비즈니스모델, 서비스중심형비즈니스모델, 지원중심형 비즈니스모델 등 3가지로 분류할 수 있다. 셋째, 비즈니스모델의 구조적 특징은 화물정보망 운영사가 온라인 플랫폼을 제공하여 주선사중심의 화주회원과 차주중심의 기사회원 간 화차(貨車)를 중개하는 구조, 화물운송가맹망사업자가 가맹본부가 되어 자사가 화주와 계약을 통하여 운송을 위탁받은 화물처리를 위하여 오프라인에서 계약한 가맹점에게만 화물을 제공하는 구조, 대(對) 정부 및 상급단체 대상의 권익을 대변하는 전국화물자동차 운송주선사업연합회와 같은 단체가 자기단체의 회원사를 지원하기 위한 목적으로 회원사의 화물이나 차량을 중개하는 구조적 특징을 보여주고 있다. 넷째, 국내 화물정보망사업 비즈니스모델의 한계는 Osterwalder et al.이 제시한 고객세분화, 가치제안, 채널전략, 수익원, 핵심역량, 핵심파트너십, 핵심활동, 고객관계, 비용구조 등 핵심 9개 요소를 기준으로 분석하여 연구의 목적을 달성하였다.The goal of this paper is categorizing types of business models, studying the structure analysis and suggesting the limitation of each types of business models and plans for development to complement and improve this limitation in freight information network industry which has been lack of advance research. To achieve the goal of this research, we had data research that corresponds internal and external circumstances of domestic freight information network(FIN) industry, primary and secondary data research about industries, expert attitude research from the three players of FIN industry, the driver, the shipper and the employees of freight information network operating company, and studied domestic and foreign literature, and achieved the goal of this research, as following. First, FIN industry have developed to O2O stage which is the smart phone application version based on online platform nowadays through four stages including the early form, which is interval naissance period. Second, business models of FIN industry can be categorized into three, such as profit-centered business model, service-centered business model, support-centered business model according to the standard from the business concept about the work of the FIN industry. Third, there are four structural features of FIN industry, one structure is that FIN operating company offers online platform to intermediate trade the cargo and cargo-truck, another structure is that FIN operator become the franchiser, and offer freight only to franchisee, and the last structural feature is that organization public association of their rights toward the government and upper ranked organization bridge cargo or cargo-truck of their own membership companies for the purpose of support their membership companies of their own organization. Fourth, business model structure according to the nine-part elements suggested by Osterwalder, customer segments, value proposition, distribution channels, revenue streams, core capabilities, partner network, activity configuration, customer relationships, and cost structure, and achieved the goal of this research.

Recent Trends in Home Hemodialysis Therapy in Japan.

Home hemodialysis (HHD) is rapidly becoming more widespread because HHD programs enable patients to receive a sufficient dialysis dose to improve their quality of life and survival rate without compromising their lifestyle. Although HHD in Japan has a long history, the 529 dialysis patients being treated with HHD as of the end of 2014 account for only 0.17% of all dialysis patients. HHD is well indicated for patients who are younger, male, and nondiabetic. The major HHD dialysis programs were provided 4-6 times per week for 3-5 h per session, and 79.3% of HDD patients showed treatment adequacy with a hemodialysis product >72. Key Messages: To expand HHD in Japan, several challenges must be overcome. First, the government should clearly state that home medicine is the way forward and incentivize facilities to provide, and patients to receive, HHD. Second, we need to establish a typical business model for HHD to include the supply of medical devices, collection of disposals, and development of a special machine for HHD.

Studying innovation ecosystems using ecology theory

This paper proposes a set of perspectives for studying innovation ecosystems that are based on ecological research. Our perspectives are based on fundamental similarities between natural and business systems. We suggest that innovation ecosystems can be defined as pathways of interlinked business models. Pathways are characterised by the flows they convey not the types of business model that support the flows. These pathways convey material and informational resources, as well as value. Like the nutrient and energy pathways in natural ecosystems. Pathways help to recycle scarce resources such as customer attention and customer-derived information. Business model descriptions are similar to an organism's genome in that they describe limitations on sensing, acting and understanding. We conceptualise this as the ‘umwelt’; the self-world. These limitations have implications for how firms and customers interact with customers. They have other implications for how firms interact with each other in business model communities and how they accommodate each other.We illustrate and test these ecological perspectives using a case study of a healthcare smartphone app's ecosystem. We find that our perspectives can be used as novel methods of studying interactions between business models; or to study ecosystem building.