A Conceptual Framework of Business Model Emerging Resilience

TY - CONF

T1 - A Conceptual Framework of Business Model Emerging Resilience

AU - Goumagias, Nik

AU - Fernandes, Kiran

AU - Cabras, Ignazio

AU - Li, Feng

AU - Shao, Jianhao

AU - Devlin, Sam

AU - Hodge, Victoria Jane

AU - Cowling, Peter Ivan

AU - Kudenko, Daniel

PY - 2016/7/7

Y1 - 2016/7/7

N2 - In this paper we introduce an environmentally driven conceptual framework of Business Model change. Business models acquired substantial momentum in academic literature during the past decade. Several studies focused on what exactly constitutes a Business Model (role model, recipe, architecture etc.) triggering a theoretical debate about the Business Model’s components and their corresponding dynamics and relationships. In this paper, we argue that for Business Models as cognitive structures, are highly influenced in terms of relevance by the context of application, which consequently enriches its functionality. As a result, the Business Model can be used either as a role model (benchmarking) or a recipe (strategy). For that purpose, we assume that the Business Model is embedded within the economic (task) environment, and consequently affected by it. Through a typology of the environmental impact on the Business Model productivity, we introduce a conceptual framework that aims to capture the salient features of Business Model emergent resilience as reaction to two types impact: productivity constraining and disturbing

AB - In this paper we introduce an environmentally driven conceptual framework of Business Model change. Business models acquired substantial momentum in academic literature during the past decade. Several studies focused on what exactly constitutes a Business Model (role model, recipe, architecture etc.) triggering a theoretical debate about the Business Model’s components and their corresponding dynamics and relationships. In this paper, we argue that for Business Models as cognitive structures, are highly influenced in terms of relevance by the context of application, which consequently enriches its functionality. As a result, the Business Model can be used either as a role model (benchmarking) or a recipe (strategy). For that purpose, we assume that the Business Model is embedded within the economic (task) environment, and consequently affected by it. Through a typology of the environmental impact on the Business Model productivity, we introduce a conceptual framework that aims to capture the salient features of Business Model emergent resilience as reaction to two types impact: productivity constraining and disturbing

UR - https://www.researchgate.net/publication/304496243_A_Conceptual_Framework_of_Business_Model_Emerging_Resilience

M3 - Paper

T2 - 32nd European Group for Organization Studies (EGOS) Colloquium

Y2 - 7 July 2016 through 9 July 2016

ER -