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Article
Publication date: 2 March 2012

Fredrik Hacklin and Maria Wallnöfer

Traditionally, management scholars have conceptualized the business model as a locus of innovation, planning tool, heuristic logic, or market device. However, so far, little is…

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Abstract

Purpose

Traditionally, management scholars have conceptualized the business model as a locus of innovation, planning tool, heuristic logic, or market device. However, so far, little is known about how the model is being applied in practice. To address this gap, this study aims to introduce a strategy‐as‐practice perspective and to explore the implications and limitations of applying the business model as a strategizing device.

Design/methodology/approach

A single‐case study design was selected to explore the implications and limitations of using the business model as a strategizing device in a high‐tech firm.

Findings

The business model provides a valuable structural template for mapping the current business model of a firm. However, in developing and discussing strategic options, it acts more as a symbolic artifact stimulating a creative decision‐making process than as an analytic tool with a clear sequence of steps.

Practical implications

When working with the business model concept in practice, its technical and linguistic legitimacy is initially highly limited. In the process of gaining legitimacy, however, a collective lock‐in to the current strategic identity may arise. Managers have to be aware of these limitations and need to achieve an appropriate balance within the organization.

Originality/value

The study introduces a social practice perspective into the business model debate, with a special emphasis on the implications and limitations of applying the business model concept as a strategizing device in a real‐life setting.

Details

Management Decision, vol. 50 no. 2
Type: Research Article
ISSN: 0025-1747

Keywords

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Article
Publication date: 17 August 2012

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

767

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

When a successful company wants to commercialize a new product, it must be tempting to do what it has always done, using its current business strategy. But if the firm has been developing something completely new, it might be better to start again, with the proverbial blank sheet of paper. One international high‐tech company that had been experimenting with a new multimedia technology decided that it needed to do just that in order to make the most of the business opportunities associated with the new technology. And it used the business model framework as a way to introduce a new perspective into its strategic thinking.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

Provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

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Article
Publication date: 15 June 2012

The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

400

Abstract

Purpose

The aim is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

The article is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Traditionally, strategy research has mainly focused on firm‐level or macro‐level perspectives. Recently, a new perspective has emerged within the strategy field, placing the micro‐level activities of the “actual work of strategy practitioners” into the centre of consideration. In particular, this emerging focus is on strategy as practice (S‐as‐P), aimed at understanding “the detailed processes and practices which constitute the day‐to‐day activities of organizational life and which relate to strategic outcomes.”

Practical implications

The article provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

The article provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The article saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Details

Strategic Direction, vol. 28 no. 8
Type: Research Article
ISSN: 0258-0543

Keywords

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Article
Publication date: 14 April 2020

Anshita Yadav and Sanchita Bansal

The present paper explores and analyses various aspects of entrepreneurial marketing in the different regions (developed or developing) and attempts to consolidate the extant…

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Abstract

Purpose

The present paper explores and analyses various aspects of entrepreneurial marketing in the different regions (developed or developing) and attempts to consolidate the extant literature in the field of entrepreneurial marketing and suggests future directions for research.

Design/methodology/approach

The research questions developed by the paper deal with (1) comparison of entrepreneurial marketing in the developed and developing world; (2) methodological approaches used in entrepreneurial marketing; (3) the constructs or theories used in literature; (4) the existing research gaps and potential future directions in research of entrepreneurial marketing. To answer the same, we conduct a systematic literature review of the 82 research papers extracted from the Web of Science (WoS) and ScienceDirect databases.

Findings

The findings are presented in the form of descriptive and results. The descriptive findings show that more studies are needed in developing nations, introducing or developing entrepreneurial marketing conceptually, using mixed research designs, having objective measurements of constructs and contributing to comparative studies. The results discuss the constructs and theories employed in the extant literature and suggest that theories like human capital, creation, causation or trust are fundamental to study entrepreneurial marketing.

Originality/value

The paper adopts the existing entrepreneurial, marketing, innovation, and customer orientation (EMICO) framework and further develops an organizing framework to discover several gaps in the existing literature that can further be explored and promote the development of research in entrepreneurial marketing.

Details

International Journal of Emerging Markets, vol. 16 no. 2
Type: Research Article
ISSN: 1746-8809

Keywords

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Article
Publication date: 15 May 2017

Tommaso Pucci, Costanza Nosi and Lorenzo Zanni

The purpose of this paper is to investigate the relationships between firm capabilities, business model (BM) design, and firm performance.

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Abstract

Purpose

The purpose of this paper is to investigate the relationships between firm capabilities, business model (BM) design, and firm performance.

Design/methodology/approach

The study provides a quantitative assessment of the proposed model using a sample of 411 small- and medium-sized enterprises. Heckman’s sample selection model is employed as an econometric framework.

Findings

The outcomes demonstrate that the adoption of a given BM is endogenous with respect to firm capabilities, different capabilities spur the adoption of different BM, and that different BM designs have variable impacts on firm performance.

Research limitations/implications

Some investigated variables were operationalized using proxies, and firm performance was measured based on a self-assessed scale.

Practical implications

Since different types of capabilities are at the bases of different BM designs that eventually reverberate on firm performance, SMEs should carefully balance their financial resources invested in the development of capabilities.

Originality/value

This study represents one of the first attempts to investigate the relationships between firm capabilities, BM design, and firm performance.

Details

Journal of Small Business and Enterprise Development, vol. 24 no. 2
Type: Research Article
ISSN: 1462-6004

Keywords

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