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Business Models (business + models)
Selected AbstractsBusiness Models and the Transfer of Businesslike CentralGovernment AgenciesGOVERNANCE, Issue 2 2001Oliver James At the same time as many researchers in public administration are suggesting the emergence of similar New Public Management (NPM) forms in Organization for Economic Co-operation and Development (OECD) countries, a substantial number of those working in comparative political economy are rediscovering differences between countries. This paper explores a key component of NPM,business-like central government agencies,in four countries: the UK, the U.S., Germany, and Japan. So far, the private sector side of the NPM story has largely been neglected. However, the business-like agency model as developed in the UK was influenced by the Anglo-American system of corporate governance. In comparative political economy, the Anglo-American system is seen as different from that in Germany or Japan. These differences are important for understanding transfer through emulation of the UK agency model by policy-makers in other countries. An apparent inconsistency may be developing, with governments using an NPM form based on an Anglo-American model of business that is far from universal in business itself. [source] Top Management Teams, Business Models, and Performance of Biotechnology Ventures: An Upper Echelon Perspective,BRITISH JOURNAL OF MANAGEMENT, Issue 3 2008Holger Patzelt In this paper we introduce a new contingency variable that moderates the effect of top management team composition on organizational performance , the organization's business model. Arguing from an upper echelon perspective and drawing on data from 99 German biotechnology ventures, we show that founder-based firm-specific experience of management team members can have either a positive or a negative effect on performance, depending on whether the venture pursues a platform or a therapeutics business model, respectively. Our results also show that managers' experience collected in the pharmaceutical industry has a positive effect on performance, and that this effect is more positive for therapeutics than for platform ventures. We discuss the implications of these findings for the literature on upper echelons and entrepreneurial founding teams. [source] Globalization from Below: Free Software and Alternatives to NeoliberalismDEVELOPMENT AND CHANGE, Issue 6 2007Sara Schoonmaker ABSTRACT This article explores one of the central struggles over the politics of globalization: forging alternatives to neoliberalism by developing new forms of globalization from below. It focuses on a unique facet of this struggle, rooted in the centrality of information technologies for global trade and production, as well as new forms of media and digital culture. The analysis has four main parts: examining the key role of software as a technological infrastructure for diverse forms of globalization; conceptualizing the contradictory implications of three software business models for realizing the utopian potential of digital technology to develop forms of globalization from below; exploring how three free and open source software business models were put into practice by Red Hat, IBM and the Free Software Foundation; and analysing Brazilian software policy as a form of globalization from below that challenges the historical dominance of the global North and seeks to develop new forms of digital inclusion and digital culture. [source] Nonprofit organizations and pharmaceutical research and developmentDRUG DEVELOPMENT RESEARCH, Issue 7 2009Walter H. Moos Abstract Not-for-profit or nonprofit organizations (NPOs) are playing an increasingly important role in providing solutions to the significant challenges faced by both large pharmaceutical and smaller biotechnology companies in today's world. NPOs chartered for the public benefit are common in the United States and in selected other parts of the world. The largest NPOs in the U.S. with bioscience programs include Battelle, the Midwest Research Institute, the Research Triangle Institute, Southern Research, and SRI International. To provide a perspective on NPO business models, 10 SRI case studies spanning a broad range of technical and business initiatives are summarized herein, including basic and contract research, discovery of new drugs and biologics, pharmaceutical and biotech R&D services, technology pivots, company spin-ins and spin-outs, and the creation of new NPOs. The article concludes with lessons learned and food for thought for both pharmaceutical companies and outsourcing participants. Drug Dev Res 70: 461,471, 2009. © 2009 Wiley-Liss, Inc. [source] Changing mental models: HR's most important taskHUMAN RESOURCE MANAGEMENT, Issue 2 2005Jeffrey Pfeffer In the "managerial knowledge" marketplace, there is little evidence of much diffusion of ideas, innovative business models, or management practices. In organizations not implementing what they know they should be doing based on experience and insight, and in companies not acting on the basis of the best available evidence, one main factor explains the difficulties,the mental models or mind-sets of senior leaders. How they are formed, what they are about, and a multitude of examples that show how those mind-sets can be improved are presented here. © 2005 Wiley Periodicals, Inc. [source] Business process semi-automation based on business model managementINTELLIGENT SYSTEMS IN ACCOUNTING, FINANCE & MANAGEMENT, Issue 4 2002Koichi Terai It is important to respond to customers' requirements more rapidly than ever before due to the recent trend in e -business and its technologies. In order to achieve an agile response, we have to manage business models, to re,ect the changes in the models and to develop or modify IT systems for further chances. This paper proposes a management framework of layered enterprise models. The proposed framework consists of a business model repository and a software repository, and de,nes three different grain sizes of modeling layers, namely business modeling, business process modeling and business application modeling, in order to support business modeling and application development. This framework helps us to develop business application in incremental deployment of analysis, design, and implementation to execute business processes. We have implemented a prototype environment using Java. Each repository's contents are described using XML so that the repositories are interoperable. Copyright © 2003 John Wiley & Sons, Ltd. [source] Hierarchical Activity Model for Risk-Based Decision MakingJOURNAL OF INDUSTRIAL ECOLOGY, Issue 6 2009Integrating Life Cycle, Plant-Specific Risk Assessments Summary For the practical implementation of the assessment of environmental impact, actual procedures and data requirements should be clarified so that industrial decision makers understand them. Researchers should consider local risks related to processes and environmental impact throughout the life cycle of products simultaneously to supervise these adverse effects appropriately. Life cycle assessment (LCA) is a useful tool for quantifying the potential impact associated with a product life cycle. Risk assessment (RA) is a widely used tool for identifying chemical risks in a specific situation. In this study, we integrate LCA and RA for risk-based decision making by devising a hierarchical activity model using the type-zero method of integrated definition language (IDEF0). The IDEF0 activity modeling language has been applied to connect activities with information flows. Process generation, evaluation, and decision making are logically defined and visualized in the activity model with the required information. The activities, information flows, and their acquisitions are revealed, with a focus on which data should be collected by on-site engineers. A case study is conducted on designing a metal cleaning process reducing chemical risks due to the use of a cleansing agent. LCA and RA are executed and applied effectively on the basis of integrated objective settings and interpretation. The proposed activity model can be used as a foundation to incorporate such assessments into actual business models. [source] Higher Education, Pedagogy and the ,Customerisation' of Teaching and LearningJOURNAL OF PHILOSOPHY OF EDUCATION, Issue 1 2008KEVIN LOVE It is well documented that the application of business models to the higher education sector has precipitated a managerialistic approach to organisational structures (Preston, 2001). Less well documented is the impact of this business ideal on the student-teacher encounter. It is argued that this age-old relation is now being configured (conceptually and organisationally) in terms peculiar to the business sector: as a customer-product relation. It is the applicability and suitability of such a configuration that specifically concerns this contribution. The paper maintains that the move to describe the student-teacher relation in these terms is indeed inappropriately reductive, but not straightforwardly so. The problem arises in that we remain unsure of the contemporary purpose of education. We lack any firm educational ideals that, in themselves, cannot be encompassed by the business paradigm. Indeed, the pedagogical critique of education (broadly, that education is only of use in as much as it is of use to society) extends further than has yet been intimated and prevents one securing any educational ideal that does not immediately succumb to critique. This pedagogical logic is unassailable in any linear way but, when pressed, precipitates an aporetic moment that prevents it from assuming any totalising hold over education. We draw on the work of Emmanuel Levinas and Jacques Derrida to consider whether one might yet imagine an educational ,quasi-ideal' that will enable practitioners and institutions to counter the effects of customerisation. [source] Managing the transition from bricks-and-mortar to clicks-and-mortar: a business process perspectiveKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 3 2004David Barnes This paper reports from case study-based research that investigates the impact of the transition from bricks-and-mortar to clicks-and-mortar businesses on the management of core internal business processes. It has two main aims: firstly, to identify the business models for the processes of order fulfilment and delivery used in clicks-and-mortar e-businesses, and any organizational and environmental factors affecting these processes; secondly, to identify the main factors involved in the adoption and use of Internet-based ICTs for e-commerce in clicks-and-mortar e-businesses, and any organizational and environmental factors affecting adoption and use. Results from eight UK-based companies that have been changing from traditional bricks-and-mortar companies to clicks-and-mortar e-businesses are reported. Five main conclusions are drawn from a cross-case analysis: (1) increased integration in e-commerce business processes is inhibited by both technological and business barriers; (2) organizations display various and often confused motives for adopting e-commerce; (3) barriers to the increased adoption of e-commerce are not just technological, but also sociological and economic; (4) the adoption of e-commerce challenges existing supply network relationships; (5) the adoption of e-commerce is tending to automate rather than redesign existing business processes. A three-pronged approach to future research work in this under-researched area is recommended. This encompasses undertaking longitudinal case study research to track e-commerce developments over time, extending the range of cases to include other industry sectors (such as not for profits), and undertaking survey research across a large number of organizations, using quantitative methods, to test the generalizability of the findings from this research. Copyright © 2004 John Wiley & Sons, Ltd. [source] Do "Off-Site" Adult Businesses Have Secondary Effects?LAW & POLICY, Issue 2 2009Empirical Evidence, Legal Doctrine, Social Theory Recent federal court decisions appear to limit the ability of cities to mitigate the ambient crime risks associated with adult entertainment businesses. In one instance, a court has assumed that criminological theories do not apply to "off-site" adult businesses. After developing the legal doctrine of secondary effects, we demonstrate that the prevailing criminological theory applies to all adult business models. To corroborate the theory, we report the results of a before/after quasi-experiment for an off-site adult business. When an off-site adult business opens, ambient crime risk doubles compared to a control area. As theory predicts, moreover, ambient victimization risk is most acute in night-time hours. The theoretical development and empirical results have obvious implications for the evolving legal doctrine of secondary effects. [source] Building better business modelsLEADER TO LEADER, Issue 29 2003Donald W. Mitchell Today's leaders must continually remodel. [source] Creative imitation: exploring the case of cross-industry innovationR & D MANAGEMENT, Issue 3 2010Ellen Enkel In cross-industry innovation, already existing solutions from other industries are creatively imitated and retranslated to meet the needs of the company's current market or products. Such solutions can be technologies, patents, specific knowledge, capabilities, business processes, general principles, or whole business models. Innovations systematically created in a cross-industry context are a new phenomenon for theory and practice in respect of an open innovation approach. While the cognitive distance between the acquired knowledge and the problem to be solved was regarded as a counterproductive factor in older research, recent theory regards it as positively related to innovation performance. Following the latest theory, we examine 25 cross-industry cases to ascertain cognitive distance's influence on innovation performance. Our study reveals that there is no direct correlation between a higher or a closer distance and a more explorative or exploitative outcome. [source] New paradigms for the future: keynote perspectives from The R&D Management Conference 2008R & D MANAGEMENT, Issue 1 2010Flavia Leung The R&D Management Conference 2008 theme of ,emerging and new approaches to R&D management' sought to draw out how R&D-based organizations today are changing the way they manage (in terms of novel approaches, techniques, models and tools) in face of the challenges and opportunities presented in the current environment. Six keynote presentations by executives, representing both the public and private sectors, elaborated on the following subjects reflecting their experiences on the theme: hyperconnectivity and changing R&D tenets, accelerating discoveries in human health via open access public-private partnerships, role of government in bridging the innovation gap, building sustainability and innovation in a traditional resource sector, R&D management in the aerospace sector, and leveraging diversity to build a culture of innovation. Their presentations highlighted amongst other things , global trends that are affecting how R&D organizations are operating, economic imperatives driving change in business models, working through partnerships within an open innovation environment, and leveraging the diversity presented by an increasingly globalized R&D workforce for success. Within these presentations are also challenges to researchers to generate new thinking to address current and future problems presented by the R&D environment. The keynote perspectives are summarized in this paper. [source] Auctions on the Internet: What's Being Auctioned, and How?THE JOURNAL OF INDUSTRIAL ECONOMICS, Issue 3 2000David Lucking-Reiley This paper is an economist's guide to auctions on the Internet. It traces the development of online auctions since 1993, and presents data from a comprehensive study of 142 different Internet auction sites. The results describe the transaction volumes, the types of auction mechanisms used, the types of goods auctioned, and the business models employed at the various sites. These new electronic-commerce institutions raise interesting questions for the economic theory of auctions, such as predicting the types of goods to be sold at auction, examining the incentive effects of varying auctioneer fee structures, and identifying the optimal auction formats for online sellers. [source] Cashing in on Cetourism: A Critical Ecological Engagement with Dominant E-NGO Discourses on Whaling, Cetacean Conservation, and Whale Watching1ANTIPODE, Issue 3 2010Katja Neves Abstract:, This paper engages critically with the monolithic presentation of whale watching as the antithesis of whale hunting. It begins by tackling the reductive and homogenized portrayal of whale watching in mainstream environmental discourse as diametrically opposite to whale hunting and argues that such discourse likely obscures the existence of bad whale watching conduct. Next it reveals significant continuities between whale hunting and whale watching, especially the fetishized commoditization of cetaceans and the creation of a metabolic rift in human,cetacean relations. In both contexts nature is produced first and foremost according to capitalist principles, which problematizes the pervasive assumption that whale watching correlates primarily and directly with conservation. Finally, the paper examines two different business models and the production of distinct ecological and community development effects. The results of the comparison justify the need for more critical and effective environmental non-governmental organization approaches to cetourism vis-à-vis nature conservation goals. [source] Virtuelles Bauen und partnerschaftliche Geschäftsmodelle , eine innovative VerbindungBAUTECHNIK, Issue 7 2006Mike Gralla Univ.-Prof. Durch eine frühe Zusammenarbeit von Bauherrn, Planern und Bauunternehmen können mit partnerschaftlichen Geschäftsmodellen wesentliche Nachteile von herkömmlichen Geschäftsbeziehungen im Bauwesen aufgelöst werden. Die enge Zusammenarbeit in einer frühen Phase eines Bauvorhabens ermöglicht eine fachübergreifende Optimierung hinsichtlich Planung, Bauausführung und Nutzung einer Immobilie. Hierbei sind die Methoden des virtuellen Bauens zweckmäßige Hilfsmittel, um die Koordination des Projekts und die Kommunikation zwischen den an einem Bauvorhaben beteiligten Partnern zu verbessern. Deshalb hat sich insbesondere bei partnerschaftlichen Geschäftsmodellen, die eine Preconstruction-Phase enthalten, die Verwendung von virtuellem Bauen als besonders wirksam erwiesen. Virtuelles Bauen unterstützt die Optimierung eines Bauwerks und hilft bei der anschaulichen Kommunikation von Optimierungsergebnissen durch die Visualisierung mit interaktiven Computermodellen. Virtual Design and Construction (ViCon) führt das virtuelle Bauen in die tägliche Planungs- und Baupraxis ein und ist eine Schlüsseltechnologie des Bauwesens. ViCon wird in der Praxis bei zahlreichen Projekten eingesetzt, die mit dem partnerschaftlichen Geschäftsmodell PreFair durchgeführt werden. In diesem Beitrag werden die Einsatzmöglichkeiten von ViCon an ausgewählten Beispielen dargestellt. Virtual construction and partnership-based business models , an innovative combination. When clients, design engineers and construction companies work together within the framework of partnership-based business models from an early stage, major disadvantages of traditional business relationships in the construction sector can be eliminated. Close cooperation in an early phase of a construction project makes for interdisciplinary optimization with regard to a property's design, construction and utilization. In this context, the methods of virtual construction are useful tools to improve communication between the parties involved in a construction project. Using virtual construction has therefore proved to be particularly effective when working with partnership-based business models that comprise a preconstruction phase. Virtual construction helps to optimize building structures and assists in graphically communicating optimization results by way of visualization with interactive computer models. Virtual Design and Construction (ViCon) introduces virtual construction in the daily design and construction work and is a key technology in the construction industry. In practice, ViCon is employed in numerous projects that are implemented based on the PreFair business model. Using selected examples, this article shows the range of ViCon's possible application. [source] Converged service continuity: A challenge for the merchant and the architectBELL LABS TECHNICAL JOURNAL, Issue 2 2008Linas Maknavicius Offering service continuity is about providing customers with ubiquitous, uninterrupted, and transparent access to personalized content and services, both when they move between various access networks and when it is desirable to continue a session on another terminal at any time. The novelty does not only lie in new functional implementation, but in new business and distribution models as well. To make this vision a reality, the merchant and the architect must work jointly. Service continuity thus strives to eliminate barriers created by access conditions and user terminals, in response to generalization of the user-centric paradigm. The variety of existing technical environments, however, involves constraints that raise new operational challenges for the realization of communication and media service continuity. Moreover, bringing service continuity to the market depends on forward-looking business models based on interplay among actors in the market. © 2008 Alcatel-Lucent. [source] VoIP network architectures and QoS strategyBELL LABS TECHNICAL JOURNAL, Issue 4 2003Bharat T. Doshi Voice over IP (VoIP) has received much attention in recent years with the promise of lower costs, as well as new revenue-generating services. Cost and services advantages of carrying voice over IP compared to over the current circuit network are made possible by a common high-capacity packet infrastructure for voice, data, and multimedia services. An important requirement of such a packet infrastructure is the ability to provide public-switched telephone network (PSTN) grade quality without excessive over-provisioning. In this paper, we describe an approach to offer AbsoluteQoSÔ to voice and other demanding applications over a general-purpose packet network. AbsoluteQoS is defined as the ability to provide an engineered bound on call-blocking and quantitative QoS guarantee that calls-in-progress will receive. The proposed strategy is based on key innovations in architectures and protocols, as well as business models of PSTN and packet networks. © 2003 Lucent Technologies Inc. [source] A ,business opportunity' model of corporate social responsibility for small- and medium-sized enterprisesBUSINESS ETHICS: A EUROPEAN REVIEW, Issue 1 2009Heledd Jenkins In their book ,Corporate Social Opportunity', Grayson and Hodges maintain that ,the driver for business success is entrepreneurialism, a competitive instinct and a willingness to look for innovation from non-traditional areas such as those increasingly found within the corporate social responsibility (CSR) agenda'. Such opportunities are described as ,commercially viable activities which also advance environmental and social sustainability'. There are three dimensions to corporate social opportunity (CSO) , innovation in products and services, serving unserved markets and building new business models. While small- and medium-sized enterprises (SMEs) have traditionally been presented as non-entrepreneurial in this area, this paper demonstrates how SMEs can take advantage of the opportunities presented by CSR. Using data from 24 detailed case studies of UK SMEs from a range of sectors, the paper explores the numerous CSR opportunities that present themselves to SMEs, such as developing innovative products and services and exploiting niche markets. There are inevitable challenges for SMEs undertaking CSR, but by their very nature they have many characteristics that can aid the adoption of CSR; the paper explores these characteristics and how the utilisation of positive qualities will help SMEs make the most of CSOs. Integrating CSR into the core of a company is crucial to its success. Using the case studies to illustrate key points, the paper suggests how CSR can be built into a company's systems and become ,just the way we do things'. There are a number of factors that characterise the CSO ,mentality' in an organisation, and Grayson and Hodges's book describes seven steps that will move a company in the direction of a ,want to do' CSO mentality. This paper adapts these steps for SMEs, and by transferring and building on knowledge from the 24 detailed case studies, it develops a ,business opportunity' model of CSR for SMEs. [source] Balancing product and process sustainability against business profitability: sustainability as a competitive strategy in the property development processBUSINESS STRATEGY AND THE ENVIRONMENT, Issue 2 2009John R. Bryson Abstract This paper explores the activities of two UK-based property development companies that have integrated sustainability into their business models as a source of competitive advantage in response to an evolving public sector sustainability agenda. These companies have combined different individual competencies and developed new routines and business practices that provide them with distinctiveness in the marketplace. These new routines represent entrepreneurial behaviour constructed around the identification of profitable market niches based on values derived from incorporating sustainability into private sector business models. This incorporation requires the development of a framework for balancing sustainability and related value systems against more mainstream concerns with maximizing profitability. This paper identifies this framework and explores the ways in which these firms have developed a discursive formation of profit and value that is used to balance the tensions that exist in a business model formulated around balancing a double bottom line. Copyright © 2009 John Wiley & Sons, Ltd and ERP Environment. [source] The Financial Performance of Low-Cost and Full-Service Airlines in Times of CrisisCANADIAN JOURNAL OF ADMINISTRATIVE SCIENCES, Issue 1 2005Triant Flouris This paper examines the stock and accounting performance of three major airlines in the United States in the aftermath of the September 11, 2001, terrorist attacks. September 11 (9/11) resulted in dramatic changes in the airline industry and had significant implications for the economic gains and future prospects of most airlines. Our study focuses on the stock market's perception of the viability of low-cost versus full-service business models in the aftermath of 9/11. We choose Southwest Airlines as a typical low-cost airline and compare its accounting and stock performance to two full-service airlines, Continental and Northwest. We find that Southwest's performance was highly superior to that of Continental and Northwest and argue that Southwest's business model, in the eyes of investors, provides the firm with significantly more financial and operational flexibility than full-service airlines. Southwest's lower operating costs, consumer trust, product offering, corporate structure, workforce and work practices, as well as operational procedures are all factors that appear to contribute to Southwest's relative success. Résumé Cet article étudie la performance boursière et comptable de trois grands transporteurs aériens opérant aux États-Unis au lendemain des attentats du 11 septembre 2001. Ces événements ont entraîné des changements radicaux dans l'industrie du transport aérien et ont eu des répercussions considérables sur les gains économiques de la plupart des compagnies aériennes. Notre étude compare la viabilité des modèles d'entreprise à bas prix à celle des modèles traditionnels, au lendemain de l'attaque terroriste. Nous avons choisi Southwest Airlines comme l'exemple type de transporteur aérien pratiquant des bas prix et nous comparons sa comptabilité et le rendement de son action à ceux de deux transporteurs aériens à service complet, notamment Continental et Northwest. Nous constatons que le rendement de Southwest est de loin supérieur à celui de Continental et de Northwest. Nous montrons que, d'après les investisseurs, le modèle de gestion de Southwest lui donne beaucoup plus de flexibilité financière et opérationnelle que le modèle de gestion pratiqué par les transporteurs aériens traditionnels. La faiblesse de ses charges d'exploitation, la confiance des consommateurs, son offre de produits, sa structure d'organisation, son effectif, ses pratiques de travail, ainsi que ses méthodes opérationnelles sont autant d'éléments qui semblent contribuer au succès relatif de Southwest. [source] | ||||||||||||||||