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Business Models

其他書名	An Empirical Approach to Firm Structures and Organisational Change
出版	Imperial College Business School, Imperial College London, 2010
URL	http://books.google.com.hk/books?id=c8b1jgEACAAJ&hl=&source=gbs_api

註釋Popular though poorly-defined, the business model construct has generated afragmented and non-accretive research literature. Despite prominence in the practicecommunity for scholarly research has yet to converge on construct boundaries or establish aresearch framework in organizational theory. This study develops an integrative approach tobusiness models and identifies business model formation and change processes. Prior studies address business models within the strategy discourse of competitivepositioning. The failure to disentangle business models and strategy has limited theoreticaland practical research. A quasi-systematic review of the academic literature combined with adiscourse analysis of the business model in practice yields an empirical assessment ofbusiness model language. Managers use business models to address opportunities ratherthan position the firm for competitive advantage. This anchors an integrative definition for thebusiness model as the design of organizational structures to enact an opportunity. Building on this framework, an analysis of structured interviews with 556 large firmCEOs establishes the links between organizational structures and strategic flexibility. Working within a capabilities and structural framework, the study extends research onstrategic flexibility firms engaged in business model innovation in a global, cross-industrycontext. Creative culture enables strategic flexibility while partner dependence inhibits it. Inaddition, firms that focus managerial attention without giving up non-core activities achieveflexible outcomes. Finally, a case-based study of innovative entrepreneurial firms unpackscharacteristics of business model formation and change processes. In contrast to theories ofoutward-facing strategic fit with environment, entrepreneurial firms undergo an internallydrivenprocess towards business model coherence. The case studies reveal a self-evolvingnarrative process operating at multiple levels within the firm. The application of a narrativeframework facilitates a novel sense-making approach to theories of change atentrepreneurial firms.