The term “business model” has been misinterpreted and misused over the years, and has consequently been inadequately understood and applied by both practitioners and scholars. It has been frequently confused with other popular terms in the management literature such as strategy, business concept, revenue model, economic model, or even business process modelling. This paper aims to contribute to the clarification of the meaning and use of the business model image, as well as to theorize on its logical underpinnings that we find rooted in the resource-based view and in the transaction cost economics. This paper identifies new avenues for further research, such as the investigation of path dependency in a business model and the meaning of business model innovation.
COBISS.SI-ID: 21700582
This paper studies the role of business process management in creating a higher business process orientation. The purpose is to analyze previously suggested practices to identify those that are critical at a certain business process orientation maturity level and those that are not. A case study is used to identify the critical success factors. Then a statistical analysis of a sample of 324 companies is undertaken to operationalize the success factors in the form of critical practices. Organizations following these critical practices at a certain level will reach higher process orientation sooner.
COBISS.SI-ID: 20955622
A viable business model is crucial for the successful commercialisation of disruptive technologies. The cloud computing industry provides an ideal example for exploring how various elements of a business model contribute to a product's success (or failure). We examine how Amazon.com, Salesforce.com and Siebel responded to the disruptive power of the cloud computing technology. Our findings suggest disruptive technology per se is not the reason for the collapse of large corporations, but rather the failure to adapt or create new business models to incorporate novel technology. Our findings have direct implications for strategic managers and entrepreneurs seeking to leverage disruptive technologies through the right business model.
COBISS.SI-ID: 21708006