By Daniela Andreini, Cristina Bettinelli
This ebook provides a scientific literature evaluate of 156 released papers on enterprise version innovation (BMI). the purpose is to spot and combine the several theoretical views, analytical degrees, and empirical contexts as a way to deepen figuring out of this advanced phenomenon. The authors behavior an inductive thematic research in line with an off-the-cuff ontological category that identifies fifty six key topics. inside every one topic, dialogue specializes in thematic styles, power inconsistencies and debates, and destiny instructions and possibilities for examine. The publication makes a few major contributions to the sector. First, it deals a deeper figuring out of the evolution of study on BMI via an ontological map that identifies the major thematic components within the literature. moment, a multilevel version is built that clarifies the concept that of BMI by means of making a choice on its drivers, contingencies, and results. 3rd, the authors establish transparent and particular instructions for extra examine and supply feedback on study layout, developing an informative highway map for the long run. The publication may be of price either to students and researchers and to practitioners.
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Additional info for Business Model Innovation: From Systematic Literature Review to Future Research Directions
Later, Amit and Zott (2012) further developed their deﬁnition to conceptualize a ﬁrm’s business model as “a system of interdependent activities that transcends the focal ﬁrm and spans its boundaries” (Zott and Amit 2010: 216). Thus, according to this approach, a company’s business model is “a system of interconnected and interdependent activities that determines the way the ﬁrm “does business” with its customers, partners and vendors” (Amit and Zott 2012: 42). Unlike more structural deﬁnitions, where components are conceived of on the basis of their causal interactions, the representation of BMs as a system opened the BM research to new perspectives, such as the synergy between different components, and their interconnections beyond the ﬁrm.
The ﬁrst one, developed in the work of Amit and Zott (2001a), considers the network from a transaction-cost economics point of view. Under this perspective, networked BMs are representations of relationships exchanged for resources and performances in order to create a networked value in the market. Speciﬁcally, “the business model is a structural template that describes the organization of the focal ﬁrm’s transactions with all of its external constituencies in factor and product markets” (Zott and Amit 2007: 1).
1. Strategic Activities and managerial decisions. Practitioners were among the early pioneers attempting to identify the components of BMs. For instance, Hamel (2000), describing the strategic BM components, identiﬁed the core strategies that allow companies to create a competitive structure able to successfully introduce technological innovation into the market. The strategic management literature mainly focuses on BM activities (strategic activities) that companies must implement to create value and gain a competitive position in the market (Chesbrough and Rosenbloom 2002).