دانلود رایگان مقاله انگلیسی مدل های کسب و کار و طراحی سازمان - نشریه الزویر

abstract

Despite a voluminous literature, business model research continues to be plagued with problems. Those problems hinder theory development and make it difficult for managers to use research findings in their decision-making. In our article, we seek to make three contributions. First, we clarify the theoretical foundations of the business model concept and relate them to the five elements of a business model: customers, value propositions, product/service offerings, value creation mechanisms, and value appropriation mechanisms. A clear definition of a business model enables theory to develop systematically and provides coherent guidance to managers. Second, we suggest that value configuration is a contingency variable that should be included in future theorizing and model building. Each of the elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network. Third, we link business models to organization design. We show how organization design is affected by value configuration and how new collaborative organizational forms enable open and agile business models. We derive the implications of our analysis for future research and management practice.

Conclusion

The business model concept can be useful to the designers and managers of organizations as they strategize, plan, and adjust. A business model highlights the importance of thinking of a business enterprise as a system rather than a collection of parts. Considering the specific elements of a business model and their interrelationships is important when environmental threats or opportunities require changing the logic of doing business rather than merely improving how it is currently being conducted. The global economy is increasingly digital, networked, and knowledge-based, which requires firms to constantly reconsider their chosen business models and to modify them if necessary to adapt to changing conditions. To keep pace with the dynamic global economy, firms must be agile in their management of both the operational and dynamic dimensions of their business models.