Understanding Of Business Models Research Articles

An Introduction to Access 2013

ABSTRACT This project introduces students to database design and implementation using Access 2013. It is appropriate for use in accounting or management information systems undergraduate or graduate courses to satisfy learning objectives associated with developing database design and implementation skills, and understanding and implementing application controls. To complete the project, students should have an understanding of business models, entity integrity and referential integrity rules, and the concept of cardinalities. The project can be completed in or out of class and takes about 1–2 hours. This resource includes a tutorial and sample final assessment, with solutions. Upon completion, students will be able to create tables, forms, queries, and reports and understand and enable data input validation controls within Access 2013.

Business Model Management Typologies–Cognitive Mapping of Business Model Landscapes

Business model management is critical in the development of business models aimed to launch innovations and generate high venture performance. This study presents the use of personal construct theory and the repertory grid methodology, a new technique to explore central factors in entrepreneurs’ business model management. We identify typologies for business model management and underlying logics of these typologies. The study advances the business model literature in several ways. First it contributes with visualisation of entrepreneurs’ business model management and hence adds dimension of business model management. Second, theories and methods from cognitive psychology contribute to the literature with new knowledge on business model management. Repertory grid methodology, developed from Personal construct theory, enable identification of entrepreneurial cognitions of business models. Through 11 semi-structured interviews with serial entrepreneurs in the mobile service sector, this paper contributes with a framework that advances the business model literature by identifying business model management strategies and its defining features. Three categories are identified including six types of business model management strategies for navigating management of business models. The identified categories are: 1) “Comprehensive management” characterized by various levels of complexity, uncertainty, and variation, 2) “Risk management” characterized by various types of risks e.g. business, financial and social, and 3) “Resource management” characterized of various types of capital; e.g. financial, social, human, and innovation. The business model management typologies may assist entrepreneurs to reflect on their business model design and management. This study suggests that the repertory grid technique may be useful in understanding business model management.

Mastering Chinese business model by conducting indigenous management research

PurposeThe purpose of this paper is to explore the topic of the Chinese business model and provide a brief introduction to the papers in this special issue.Design/methodology/approachThe paper explores the importance of studying business model in the Chinese market and summarises the eight papers in this issue.FindingsThe papers in this special issue address what the business model is in China, how it influences organizational outcomes, and how to build the business model in the Chinese market. These papers may be germane to both researchers and practitioners concerned with managing business model in China. For scholars, these papers broaden the understanding of business model and extend the theoretical boundaries of the business model from the Western to the Eastern context. For practitioners doing business in China, these papers give implications on how to build business models in China as well as what institutional and technological factors should be considered when designing their business models.Research limitations/implicationsFurther investigation is needed into the interaction among Chinese firms' activities on business model design and operation and the institutional, technological, and market environment.Originality/valueOverall, these papers make remarkable contributions to our understanding of Chinese business model. The topics of these studies are various and the methods are also multiplex. Several interesting Chinese business models are addressed such as Bandit business model and “a company + farmers”.

Outcome-based contracts as new business model: The role of partnership and value-driven relational assets

This paper investigates the new business model of outcome-based contracts where the firm is tasked to achieve outcomes of equipment as a service contract instead of the traditional maintenance, repair and overhaul activities (e.g., power-by-the-hour® engine service contract). Through a qualitative study of two outcome-based contracts between BAE Systems, MBDA and the UK Ministry of Defence, we derive three value drivers of information, material and people transformation. Mapping it with transaction cost literature we propose five relational assets based on the value drivers; three value-driven alignments and two partnership inputs. We then study the relationships between the relational assets and contract performance through a quantitative survey by applying the partial least square (PLS) method. Our study shows that behavioral and information alignments are important to achieve outcomes. However, material and equipment alignment (i.e., joint supply chain) does not have a significant effect on contract performance. In addition, perceived control and empowerment mediated the relationship between partnership inputs and value-driven alignments. Our study provides a more integrated view of how various theoretical management domains overlap in the understanding of business models, and contribute to the understanding of value drivers and partnership factors in achieving performance in outcome-based contracts.

Turn Your Company Outside-In! Putting an End to 'Management' and Tayloristic Command and Control. How to Create the Adaptive Network Organization: A Concept Paper on Cell Structure Design, Part I

The topic of effective organizational design transcends disciplinary lines. That's why it is not effectively taught at business schools, that's why there is little decent research in the topic, that's why nobody in an organization, except ”top management“, dares to touch it. To design an organization effectively, you need to understand business models, organizational behavior, information technology, accounting, and leadership. In recent years, writers and thought leaders have coined a dizzying array of buzzwords to help managers design organizations. There is talk of networked organizations, boundaryless organizations, virtual organizations, learning organizations, federalist organizations, wiki organizations, starfish organizations, and the like, to name only a few.But if reading and studying these works, frustration is nearly unavoidable. With few exceptions, most writing on this topic is either utopian, or limited to certain types of organization, or is shallow in a sense that it offers advice that has no theoretical underpinning. The utopionans rail at the stifling nature of hierarchy and extol the virtues of “organizations without structure“: self-organizing work, networks, and employee empowerment will, they argue, miraculously drive out command-and-control empires. The other set of books and articles offers design choices supported by detailed lists of pros and cons. Yet these analyses quickly prove to be unsatisfying. Lists of tradeoffs and considerations fail to provide a clear sense of direction. When you finish a chapter, it is never clear what exactly organizations should do – choices abound, but no rationale for decision and no convincing theoretical underpinning is given. The Beyond Budgeting model, in contrast, presents an integrated theory that gives clear direction about how to design organizations and how to make it fit with management processes, and leadership. To outline how the new breed of organizational design works, this paper offers a tour de force through different disciplines, and through many of the conceptual frameworks that Beyond Budgeting is based upon.

Launching a new venture

With the current economic storm raging, can a better understanding of business models make for smoother sailing for today's entrepreneur? What strategies can entrepreneurs adopt to help them weather this storm?John Mullins has researched entrepreneurial ventures and offers some valuable insights.

Understanding Business Models and Business Model Risks

<h3>Abstract</h3> This paper develops a business model framework by integrating common substances and features among the various business model definitions in the literature. The model consists of four basic and interrelated elements: the exchange model, the organizational model, the resource model, and the financial model. The objective is to make business model descriptions more coherent with major perspectives on strategic management as well as more conducive to entrepreneurial practice. The paper also introduces a general structure to describe business model risks, which incorporates risks to the value of market, firm9s share of that value and the competitive sustainability at the model element, relationship and system levels. We hope that the business model framework and risk structure become useful tools for business model design and evaluation. <b>TOPICS:</b>Private equity, risk management, fundamental equity analysis

BUSINESS REPORTING AND COMMUNICATIONS—A KEY CAPITAL MANAGEMENT TOOL FOR THE AUSTRALIAN PETROLEUM INDUSTRY

In their most recent world investment outlook, the International Energy Agency (IEA) forecast a global petroleum investment requirement of US$6 trillion through to 2030.The annual average requirement is very high relative to capital raising levels in the sector. The IEA, however, predicts that the investment gap should be able to be financed.It goes on to suggest in particular that the future success of the Australian petroleum sector will not be necessarily constrained by access to sufficient capital, rather, the key impediment will be the availability of attractive and viable investment propositions.Organisations that are able to mount such a proposition will be doing so in the face of present reporting limitations, technological change, cross-sector capital competition, global energy market changes, constraints of capital markets and short-term perspectives, impacts of regulation, threats on security of licences to operate and the importance of corporate reputations in areas like sustainability and social performance.A new model of business performance reporting and communications is required for the petroleum sector and businesses to meet these challenges. Definitions of business reporting and communications are set out in Box 1.Critical areas in a new model are:stimulating improved stakeholder understanding of business models;synchronising stakeholder decision-making models with business performance reports; and,precision in stakeholder decision-making processes based upon insights about performance drivers and risks and the performance outlook.This paper explains why fit-for-purpose business reporting and communications are critical success factors—not only in attracting the financing to meet the 25-year investment requirement, but, more importantly, in helping Australian petroleum businesses to differentiate their performance from others.

The power of business models

Over the past few years, “business models” have surged into the management vocabulary. But, while it has become quite fashionable to discuss business models, there is still much confusion about what business models are and how they can be used. In fact, business models can serve a positive and powerful role in corporate management. While other authors have recently offered definitions of “business model,” none appear to be generally accepted. This lack of consensus may in part be attributed to interest in the concept from a wide range of disciplines, all of which have found a connection to the term. To help managers better understand business models, this paper reviews the extant literature and identifies and classifies the components of business models cited therein. Components were classified into four primary categories: strategic choices, the value network, creating value, and capturing value. To address the absence of a generally accepted definition of a business model, a new definition that integrates and synthesizes the earlier work is offered. Based on the proposed definition, business models are then contrasted with strategy. Four problems associated with business models are also discussed.