Typology Of Business Models Research Articles

Doing good while making profits: A typology of business models for social ventures

AbstractResearch SummaryBuilding on business model research and the social entrepreneurship literature, we conceptually develop a set of business model choices for social ventures. These choices specify the scope of venture beneficiaries, the extent that customers and beneficiaries overlap, and how social meaning is attached to the venture's value proposition. Concurrent configurations of these choices give rise to four types of social business models: (1) Social Stimulators, (2) Social Providers, (3) Social Producers, and (4) Social Intermediaries. We illustrate this typology using data from seven social ventures and formulate propositions about the implications these business model choices have for a venture's value creation and value capture potential. We then discuss contributions to the literature on social ventures and social entrepreneurship, and the literature on business models.Managerial SummaryIn this article, we propose a framework outlining key business model choices for social ventures. These choices include the scope of target beneficiaries of the venture, the degree of overlap between customers and beneficiaries, and how the venture communicates its social mission through its value proposition. By combining these choices in different ways, we identify four distinct types of social business models which we call Social Stimulators, Social Providers, Social Producers, and Social Intermediaries. To bring this framework to life, we have examined data from seven real‐world social ventures, offering concrete examples to illustrate each type. For each of these four types of social business models, we have also formulated propositions about how the business model choices impact a venture's value creation and value capture potential.

Erratum. A Typology of Circular Sport Business Models: Enabling Sustainable Value Co-Creation in the Sport Industry

Erratum. A Typology of Circular Sport Business Models: Enabling Sustainable Value Co-Creation in the Sport Industry

A Typology of Circular Sport Business Models: Enabling Sustainable Value Co-Creation in the Sport Industry

There is a continuing interest in the relationship between sport and nature. As a new field, sport ecology explores the impact sport has on the natural environment and how sport organizations and individuals can promote sustainability. However, a critical element is still missing in the sport ecology discourse—the link between organizations’ sustainability efforts and their value co-creation processes. The circular economy can provide this link by decoupling the value co-creation of sport business models from their environmental impact and resource depletion. Based on an extensive literature review, this study provides a new theoretically derived typology of circular sport business models, including comprehensive reasoning about sustainable value co-creation processes in the sport industry. It explains how sport managers of all three sectors—for-profit, public, and nonprofit—can transition toward more sustainable and circular business practices and offer integrative guidelines for future research.

What’s next in the healthcare system? The contribution of digital innovation in achieving patient-centricity

The pressure on the healthcare system due to the pandemic situation has exacerbated its main criticalities in terms of fragmentation, data management and lack of interconnections. There is a need to rethink the health system’s management and monitoring in a patient-centric view, in order to meet the growing demand due to extension of life expectancy and increase in chronic diseases. Innovation in technology enables patient-centricity by tying together the future healthcare system. This research aims at detecting and defining the main typologies and characteristics of innovative business models that are going to emerge in the healthcare context in the next years. Different data sources have been integrated to depict the future scenario of healthcare. At first, information available in reports, archives/documents has been analysed, in addition to conferences and 35 experts interviews available online. Thereafter, the National Recovery and Resilience Plan (PNRR) - launched to solve issues after pandemic crisis - has been examined. The data analysis allows outlining the business model typologies that will emerge in the sector, their characteristics and the gaps they are going to solve with specific technologies. This research depicts the healthcare framework for pursuing patient-centricity, providing also managerial implications and future researches directions.

A Typology for OER Business Models

This paper provides an update on activity in the innovation and business models strand of the ENCORE+ project. A range of business models that support or draw on open educational resources (OER) have been proposed. This paper reviews models that have been proposed (Tlili et al., 2020; Padilla Rodriguez et al., 2018; Belleflamme & Jacqmin, 2015; Ubachs & Konings, 2016; and Farrow, 2019) and suggests a synthesis into one typology of OER business models. The ENCORE+ OER Business Model Typology has been developed as part of a wider effort to understand and evaluate economically sustainable approaches to OER as well as to formulate OER value propositions for different stakeholders. In related work, a range of OER innovation case studies (N=48) are being prepared for publication. These will illustrate different instances of innovation with OER and show how OER actors understand their value proposition to different audiences.

Business models for sustainable food systems: a typology based on a literature review

The current state of the agri-food systems calls for more attention to sustainability. This article explores how diverse business models can contribute to sustainability in food systems, and develops a new business model typology in this domain in which the wider business ecosystem is taken into account. A systematic literature review is done and 37 articles are analyzed according to the business model types, their various sustainability dimensions and roles within the food system. Nine different business model types for sustainable food systems are identified: circular business models, place-based social food networks, new logistics or online food distribution business models, disruptive, sufficiency, inclusive, and family business models, the focal company, and regional food hubs. Collaborative approaches, clear sustainability visions, companies' values and continuous innovation are important factors for agri-food business models striving for sustainability. More in-depth single-country but also cross-country comparative and cross-disciplinary research is needed for understanding business models and their transitions toward sustainable outcomes within diverse and complex food systems.

Roadmap to a Circular Economy by 2030: A Comparative Review of Circular Business Model Visions in Germany and Japan

Circular business models operate differently from traditional linear models: by developing products designed for disassembly, reuse, and recycling; by using materials and products for as long as possible; and by replacing physical products with virtual ones, they aim to reduce the environmental impact of their operations and facilitate the creation of a more sustainable future. In this article, the framework for circular business models is discussed from two perspectives: first, a systematic literature review is conducted to explore the academic point of view; second, a comparative policy review is conducted to analyze the past, present, and future visions of Germany and Japan in relation to their circular transition, particularly with regard to each country’s vision of circular business models. A first outcome is a synthesis of current circular business model archetypes and the developed circular business model matrix, which adds value to the literature by providing information on circular goals, strategies, the actors involved, and the social and political implications of each circular business model typology. A second outcome is a comparative, in-depth analysis of the current policy frameworks and strategies for circular business models in Germany and Japan. This article outlines the main ways in which both countries are currently making the transition to a circular economy, providing an important knowledge base for further development.

A typology of business models for energy communities: Current and emerging design options

In the European energy transition, energy communities have gained an increasing amount of attention. To support widespread diffusion, academic and practice-oriented studies have called for a business model perspective on energy communities. This study presents a morphological analysis of 90 energy communities and pioneering companies that apply business model design options that can be adopted in energy communities. The sample was selected based on implementation examples focusing on community solutions, a multivector energy approach, or a combination of both. Based on this analysis, we have identified 25 emerging business model design options for energy communities. The presented typology allows users to configure tailor-made business models for energy communities, hence supporting community facilitators in the development process. The presented frequency analysis of the design options shows the potential for the further development of energy communities. The typology contributes to the literature on energy communities by offering one of the first studies to adopt a business model perspective. Through a morphological approach, the typology can be used as a tool for developers of energy communities, offering a robust set of business model design options.

A typology of sustainable circular business models with applications in the bioeconomy

As an approach to sustainable development, circular business models are increasingly being developed. However, many circular business models focus on environmental or technological contributions to sustainability rather than considering all dimensions of sustainability simultaneously. Based on existing sustainable business model archetypes, a hierarchical business model typology is developed that allows a stepwise exploration of sustainable business model innovation opportunities incorporating an environmental, social and economic dimension. An analysis of business model components generates a closer look on the six newly defined Sustainable Circular Business Models. Finally, a conceptual application for organic waste valorization technologies, supported by examples from literature, allows a practical view on the implementation of the business models in the bio-economy. The typology offers a guide toward sustainable business model design or innovation opportunities centered around technologies creating value from waste.

Multichannel digital service delivery and service ecosystems: The role of data integration within Smart Product-Service Systems

Services for Smart Product-Service Systems (PSS) business models can be delivered through multiple digital channels like smart products, cloud systems, and workers enhanced by virtually augmented systems. Since these channels are data-intensive dependent, they usually require data sources from the company's service ecosystem. Prior studies have shown how to build network capabilities for Smart PSS, but little is known about the extensive integration of data in such service ecosystems. We aim to understand how multichannel digital services can be supported by the integration of real-time data from service ecosystems to provide Smart PSS business models. Using the organizational information-processing theory, we consider the integration of data from three ecosystem actors (other business units, suppliers, and customers) and analyze how such data sources can support the use of these digital technologies in three types of Smart PSS business models. We examine these relationships through regression analyses based on a survey of 92 manufacturers, providing a typology of different Smart PSS business models in the ecosystem. Our study enlightens how data flows through the ecosystem actors to support Smart PSS business models. Practitioners and scholars can learn how to treat Smart PSS according to the specific business models to be implemented and how to combine digital technologies with data integration channels in the service ecosystem. Moreover, we show how this combination of digital transformation and Smart PSS help expand the organizational information-processing theory in the innovation ecosystems' domain, also providing a new vein of research to the digital servitization literature.

METHODOLOGY OF PARTNER BENCHMARKING DURING THE DEVELOPMENT OF INTERNATIONAL JOINT EDUCATIONAL PROJECTS BASED ON AGILE METHODOLOGY

An analysis of the use of the benchmarking approach in the modern field of education was conducted, the need for the use and implementation of benchmarking in Ukrainian educational institutions was substantiated. The benchmarking benchmarks of the educational institution have been formed. The stages of assessing one's own potential for international cooperation in the form of an algorithm for conducting a benchmarking analysis of the organization of educational services are given. An algorithm for choosing a partner for international cooperation by an educational institution is proposed, which helps to select partners according to the given criteria, formed on the basis of information about insufficient resources, dynamic abilities and competences of both the educational institution and the potential partner. Based on the results of the research, the method of partner benchmarking in the development of international compatible educational projects was formulated in the form of a typology of business models, which is an assessment of the ability of the educational institution to integrate into the international educational space.

Reducing the Environmental Impact of Clothing: An Exploration of the Potential of Alternative Business Models

Business models providing used clothing to consumers have the potential to increase the use of each garment and thereby reduce pressure on raw materials and primary production. This research used in-depth interviews complemented by a literature review to improve the understanding of the business models and the ways in which they can impact the environment. In total, the interviews were carried out with seven business owners and six experts in clothing sustainability, product lifespan extension, and circular business models. Examples of business models of interest include businesses selling secondhand clothes and businesses renting clothes to customers. A typology of business models is used to understand how each model impacts the environment and to highlight the factors that contribute most to the impacts that need to be managed. Business models vary in how they impact the environment, through differences in the way they manage transport, storage, and cleaning. Business models also vary in how successfully they reduce the environmental impacts from the production of new garments by increasing the number of times different wearers wear a garment and reducing the need to buy new garments. This effect is referred to as displacement, and the displacement rate provides an indication of the efficiency of reuse models in reducing total volumes of throughput. Indeed, some new business models may not have reduced throughput as a goal at all, and appraisal of this is crucial to understanding the environmental impacts of the various models.

Value Configurations for Data and Connectivity Solutions in Digitalized Future Factories

The ongoing Industry 4.0 transformation places significant pressures on how businesses create and capture value. Technological advancements such as next-generation mobile communications are reshaping the business ecosystem of Industry 4.0, resulting in emerging business opportunities for new players, such as local operators, to collaborate and compete with mobile communications companies that are implementing I4.0. These changes raise the need to explore emerging business opportunities concerning the digitalization of future factories. New data and connectivity services are introduced to serve the needs of rapidly increasing machine-type communications that rely on connectivity, primarily through the fifth generation (5G) mobile solutions provided by local operators. Thus, this paper outlines the potential value configurations for data and connectivity solutions by identifying, matching, and bridging the utilizable resources and addressable needs within the factory processes. The research applies an exploratory approach and uses the Gioia method to analyze qualitative data of a single case. The study follows the connectivity-content-context-commerce typology (4C) of Internet business models to structure, analyze, and classify the identified needs and resources in future factories from the perspective of the local operator. The findings show that the content layer of 4C business model typology is the most dominant among data and connectivity-based needs and resources of future factories. The paper contributes by presenting four alternative value configurations for digitalization for local operators in the future factory context: the product, component, platform, and complementary businesses. The results suggest content- and context-specific businesses carries foremost business potential for local operators, however quantitative validation will bring fruitful research avenues. Multiple case studies and different data collection methods may also be considered in future studies.

Conceptual approaches to the essence and typology of business models in tourism

Object: defining the essence and main types of business models in tourism, identifying their structural elements.Methods: for achieving the goal of the research general scientific methods were applied, in particular the method of content analysis, which made it possible to identify the main scientific research related to the study of business models in the field of tourism and hospitality; the method of a systematic approach, which made it possible to identify the main types of business models in tourism, to reveal the integrity of the models; the structural-functional method, with the help of which the structure of the studied business models was highlighted, the set of stable relations and relationships between their elements and their functions relative to each other is reflected; a generalization method aimed at establishing the existing relationships between the considered economic objects and phenomena; the method of graphic interpretation made it possible to visually present the developed business models used by tourist companies.Results: the article reveals the conceptual approaches to the essence of business models in tourism, carried out a content analysis of the definitions of a business model, based on which the author's definition of this category is given. The basic components and system characteristics of the business model are identified. The main types of business models used by travel companies have been developed and clearly presented, in particular a customization model, a «virtual system» model, a «franchise» model, and an innovative business model. The criteria and factors of classification types are systematized, including digitalization, innovation, customer and resource orientation.Conclusions: the results of the research made it possible to deepen the theory of entrepreneurial activity in tourism, expand the conceptual apparatus of the essence and typology of business models in tourism.

EXPLORING DIGITAL TRANSFORMATION: The Role of Business Model Innovation in Manufacturing Firms

Recently, technological innovation has brought about new digital technologies that substantially challenge the rationale behind so far established economic fundamentals. Adopting digital technologies, firms can realize concrete business improvements that are not only limited to product and process innovation, but can also imply the reinvention of their entire business model. This digital transformation offers especially manufacturing firms with multiple options to create new business models. Nevertheless, the extant literature reveals little about the concrete appearances of these new business models. Thus, we develop a typology of business models for manufacturing firms that undergo digital transformation and investigate what drives digital transformation in particular. We build a conceptual framework that connects key drivers of digital transformation with the different appearances of business model archetypes. Our framework matches different combinations of four digital transformation drivers (namely ubiquitous connectivity, functional virtualization, relational decentralization, and flexible scalability) with four business model archetypes (lighthouse supplier, service enthusiast, data scientist, and platform owner). On that basis, combined with reported cases from the literature to illustrate its findings, this conceptual paper presents four propositions that depict the concrete relationships between different combinations of digital transformation drivers and the corresponding business model manifestations in manufacturing firms.

A typology of second-hand business models

ABSTRACT With the rise of new markets, in which products and resources are reused and redistributed, marketers must find new ways to orient and manage their business models. This study addressed one such development – the second-hand economy – which lengthens the lifespan of used goods through redistribution of their ownership. While previous research has analysed the second-hand economy mostly from a consumer perspective, a systematic understanding of value creation in this realm is lacking; hence, this study used a business perspective to construct a typology of second-hand business models. This resulting typology serves as an important analytical tool for understanding the variety of ways in which companies engage in the second-hand economy. The paper concludes with implications for managers who are either threatened by emerging second-hand business models, considering entering the second-hand market, or already engaged in second-hand commerce.

Sustainable combinations of distinctive features of innovative firms’ business models

This article explores innovative firms’ business models during the development of the digital economy. The concept of business models has been in dynamic development for over a decade. Over the years, a significant number of publications have appeared, including results of theoretical and empirical studies. However, the distinctive features of business models of innovative firms have not been sufficiently studied. This article provides data on the attributes of business models of innovative firms and the development of their typology. For the research question, the assumption was taken that innovative business models have a moderately stable set of characteristic features, attributes that can be identified using factor and cluster analysis.In our framework, business models of 100 innovative companies were analyzed. The purpose of this study was to identify sustainable combinations of the characteristic features of business models and the development of typology of identified business models of innovative firms. The results of the study allowed us to develop a typology of business models of innovative firms based on the identification of the distinctive characteristics of business models, including technology, business solutions, and interactions with stakeholders. The results can be used in theoretical and empirical studies to further develop the typology of business models and to determine reasons for their success. The practical significance of the work is to identify sustainable combinations of attributes of business models that can be used for benchmarking, analysis of business models in the process of their transformation, and identifying key success factors in the development of the digital economy.

From traditional to professional Air Navigation Service Provider: A typology of European ANSP business models

This paper proposes a business model typology based on factor analysis of mixed data sourced from the 2016 Air Traffic Management Cost Effectiveness (ACE) benchmarking report, European air navigation service provider (ANSP) websites and annual reports. It provides ANSP management insight into the key strategic business model decisions to be made, their resulting models as well as how these business model decisions contribute to ATM/CNS profits. The findings suggest that ANSPs can benefit from increasing both their level of corporatisation as level of outsourcing. The paper can be used by ANSP managers to position themselves within the European air navigation services (ANS) landscape and as a discussion starter for future business model developments; or by ANS customers to better understand the strategic objectives of the ANSPs.

Consumer involvement in supply networks: A cubic typology of C2B2C and C2B2B business models

Business models such as C2B and B2B2C, in which consumers get involved in companies' supply chains and business operations, are burgeoning in many industries. Academic research on the phenomenon is, however, lagging behind, and extant research has typically focused on just one or a few variants of such business models at a time. The present conceptual research addresses this research gap by developing a comprehensive typology that explicates and unpacks the full variety of consumer involvement types in supply networks of contemporary business models. The three-dimensional typology developed contributes to literature by identifying and integrating the relevant dimensions, which have been addressed in prior research only implicitly or in a piecemeal manner. This elucidates the full range and variety of the phenomenon to researchers. For managers, the three-dimensional, cubic typology offers a business development tool, facilitating the identification of altogether 56 alternative business models, wherein consumers may serve as suppliers of various inputs, including work, effort, and entrepreneurial activity; goods; platform goods; natural resources and energy; data, information, and knowledge; attention and presence; as well as money and capital.

Unlocking the value of digitalization for the European energy transition: A typology of innovative business models

Many researchers and practitioners in the energy domain look at business model innovation to find novel ways of creating and capturing value from digital technology. A key concern is to address problems and inefficiencies in the energy transition. In entrepreneurship such inefficiencies are referred to as bottlenecks. However, the profound potential that digital technology and business model innovation have to address bottlenecks in the energy transition is surprisingly under-researched. This paper contributes to this gap. It appears that digital technologies facilitate business model innovation that either tackle bottlenecks of integrating sustainable energy technology into incumbent structures or bottlenecks that relate to the independence of sustainable energy technology from incumbent structures. Further, business model innovation to address these bottlenecks are either incremental or transformative. As a result, digitalization-based business model innovation appears in four types. Each type stimulates novel prescriptions for business model innovation research and practice and the governance of sustainable energy transitions.