1,106 research outputs found
Business service management : understanding business models
No full textOne of the prominent topics in Business Service Management is business models for (new) services. Business models are useful for service management and engineering as they provide a broader and more holistic perspective on services. Business models are particularly relevant for service innovation as this requires paying attention to the business models that make new services viable and business model innovation can drive the innovation of new and established services. Before we can have a look at business models for services, we first need to understand what business models are. This is not straight-forward as business models are still not well comprehended and the knowledge about business models is fragmented over different disciplines, such as information systems, strategy, innovation, and entrepreneurship. This whitepaper, ‘Understanding business models,’ introduces readers to business models.\ud
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This whitepaper contributes to enhancing the understanding of business models, in particular the conceptualisation of business models by discussing and integrating business model definitions, frameworks and archetypes from different disciplines. After reading this whitepaper, the reader will have a well-developed understanding about what business models are and how the concept is sometimes interpreted and used in different ways. It will help the reader in assessing their own understanding of business models and that and of others. This will contribute to a better and more beneficial use of business models, an increase in shared understanding, and making it easier to work with business model techniques and tools
Conceptualising Business Models: Definitions, Frameworks and Classifications
No full textThe business model concept is gaining traction in different disciplines but is still criticized for being fuzzy and vague and lacking consensus on its definition and compositional elements. In this paper we set out to advance our understanding of the business model concept by addressing three areas of foundational research: business model definitions, business model elements, and business model archetypes. We define a business model as a representation of the value logic of an organization in terms of how it creates and captures customer value. This abstract and generic definition is made more specific and operational by the compositional elements that need to address the customer, value proposition, organizational architecture (firm and network level) and economics dimensions. Business model archetypes complement the definition and elements by providing a more concrete and empirical understanding of the business model concept. The main contributions of this paper are (1) explicitly including the customer value concept in the business model definition and focussing on value creation, (2) presenting four core dimensions that business model elements need to cover, (3) arguing for flexibility by adapting and extending business model elements to cater for different purposes and contexts (e.g. technology, innovation, strategy) (4) stressing a more systematic approach to business model archetypes by using business model elements for their description, and (5) suggesting to use business model archetype research for the empirical exploration and testing of business model elements and their relationships
Towards a Dynamic IS Function\ud
No full textWith the growing importance of IS for organizations and the continuous stream of new IT developments, the IS function in organizations becomes more critical but is also more challenged. For example, how should the IS function deal with the consumerization of IT or what is the added value of the IS function when it comes to SaaS and the Cloud? In this paper we argue that IS research is in need of a dynamic perspective on the IS function. The IS function has to become more focused on building and adapting IS capabilities in a changing environment. We discuss that there has been an overreliance on the Resource Based View so far for understanding the IS function and capabilities and introduce Dynamic Capabilities Theory as an additional theoretical perspective, which has only been limitedly addressed in IS literature yet. We present a first conceptualization of the dynamic IS function and discuss IS capabilities frameworks and individual IS capabilities from a dynamic perspective. These initial insights demonstrate the contribution of a dynamic perspective on the IS function itself.\ud
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A ‘service logic’ rationale for business model innovation
No full textSuccessful firms use business model innovation to rethink the way they do business and transform industries. However, current research on business model innovation is lacking theoretical underpinnings and is in need of new insights. This objective of this paper is to advance our understanding of both the business model concept and business model innovation based on service logic as foundation for customer value and value creation. We present and discuss a rationale for business models based on ‘service logic’ with service as a value-supporting process and compared it with a business model based on ‘goods logic’ with goods as value-supporting resources. The implications for each of the business model dimensions: customer, value proposition, organizational architecture and revenue model, are described and discussed in detail
Towards simple rules heuristics for IT business value
No full textThe business value of IT (BVIT) has been a prominent and central research topic in the IS\ud
discipline. Due to continuous and unpredictable technology and business changes, a more\ud
dynamic perspective on IT business value that includes organizational learning is required.\ud
We suggest that simple rules heuristics can address this challenge. The simple rules\ud
heuristics approach has been introduced by Eisenhardt and co-authors (Bingham &\ud
Eisenhardt, 2011; Bingham, Eisenhardt, & Furr, 2007; Eisenhardt & Sull, 2001) to better\ud
understand strategic decision making for capturing superabundant, heterogeneous, fastmoving\ud
opportunities. They argue that explicit organizational learning can translate\ud
accumulated experience into increasingly effective heuristics for strategic processes in highvelocity\ud
environments. We make three main contributions by exploring the suitability of a\ud
simple rules heuristics approach for the creation of IT business value: \ud
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(1) we propose six types of simple rules heuristics for capturing IT-based opportunities in dynamic environments, including synergy heuristics as specifically relevant in an IT context, \ud
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(2) we show how a simple rules heuristics approach can advance our understanding of dynamics and organizational learning for BVIT, and; \ud
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(3) we introduce the strategic logic of opportunity\ud
to BVIT
What’s new about digital innovation?
No full textPractitioners see digital innovation as vital to their business. Academics are also increasingly paying attention to digital innovation. However, it is often unclear what is meant by digital innovation and how it differs from traditional (IS/IT) innovation. To advance our understanding of digital innovation, this paper identifies different conceptualizations of digital innovation in the IS literature and extracts common themes that can point to what is “new” about digital innovation and what is emerging as research areas for the IS discipline. Our research identifies two prominent digital innovation conceptualisations, based on Fichman, Dos Santos, and Zheng (2014) and Yoo, Boland, Lyytinen, and Majchrzak (2012), and presents four digital innovation prominent themes: the nature of digital technologies, digitization, digital business model innovation and digital-enabled generativity. We integrate these themes into a framework that conceptualizes digital innovation as a rippling effect starting with digital technologies and conjecture that digital innovation can become ‘hyperinnovation’ through powerful virtuous cycles
Enterprise social networks : a business model perspective
No full textEnterprise Social Networks continue to be adopted by organisations looking to increase collaboration between employees, customers and industry partners. Offering a varied range of features and functionality, this technology can be distinguished by the underlying business models that providers of this software deploy. This study identifies and describes the different business models through an analysis of leading Enterprise Social Networks: Yammer, Chatter, SharePoint, Connections, Jive, Facebook and Twitter. A key contribution of this research is the identification of consumer and corporate models as extreme approaches. These findings align well with research on the adoption of Enterprise Social Networks that has discussed bottom-up and top-down approaches. Of specific interest are hybrid models that wrap a corporate model within a consumer model and may, therefore, provide synergies on both models. From a broader perspective, this can be seen as the merging of the corporate and consumer markets for IT products and services
Service innovation and business models
No full textWestern economies are highly dependent on service innovation for their growth and employment. An important driver for economic growth is, therefore, the development of new, innovative services like electronic services, mobile end-user services, new financial or personalized services. Service innovation joins four trends that currently shape the western economies: the growing importance of services, the need for innovation, changes in consumer and business markets, and the advancements in information and communication technology (ICT)
Erwin Lichtenstein Collection ; 1926-1989
No full textThe Erwin Lichtenstein Collection documents the work of Erwin Lichtenstein as an author. The bulk of the archival collection is in reference to his book "Die Juden der Freien Stadt Danzig unter der Herrschaft des Nationalsozialismus 1933-1945". The correspondence with Sam Echt, Werner Feilchenfeld, Ernst Loops and others reflect the response to Erwin Lichtenstein's publication. Noteworthy with regard to the book is the correspondence between Günter Grass and Erwin Lichtenstein. Although the bulk of the documents consists of correspondence, the collection also includes newspaper articles and book reviews, corrections and changes and the original manuscript of the aforementioned book.Walter Friedlaender ; Herbert Perlman (1948) ; Dr. Ludwig Hollaender (1935) ; deportations and death of Max Lichtenstein in Theresienstadt ; sister Kaethe Lichtenstein ; dissertation of Max Lichtenstein ; Rabbi Neuhaus ; Max Vogelstein and Hermann Vogelstein ; Max Fuerst ; John Vogelstein ; Trott von Solz ; Julie Braun-Vogelstein ; Blumenfeld, Diana ; Turkow, Jonas ; Hamburger, Ernst ; Hollaender, LudwigErwin Lichtenstein was born February 16, 1901 in Koenigsberg (today Kaliningrad, Russia). He was the son of the lawyer (Justizrat) Dr. Max Lichtenstein. Erwin Lichtenstein studied law at the universities of Koenigsberg, Berlin and Leipzig. In 1922 he completed his doctoral studies. Afterwards he was a lawyer for the National Association of the ‘Centralverein deutscher Staatsbürger mit jüdischem Glauben’ in East Prussia. 1923-1926 he was the editor of the weekly "Danziger Rundschau". He practiced law in Germany from 1930-1933. After his exclusion from the bar, due to being Jewish, he returned to Danzig (Gdansk, Poland). He was the head of the relief organization of the Jewish Centralwohlfahrtstelle. From 1933 until his emigration in 1939 to Tel Aviv, Lichtenstein was the head of the Danzig Jewish Community and he was also editor of the ‘Jüdisches Gemeindeblatt’. In 1953, he started to practice law in Israel. In 1973 Erwin Lichtenstein published "Die Juden der Freien Stadt Danzig unter der Herrschaft des Nationalsozialismus 1933-1945" for the Leo Baeck Institute.Erwin Lichtenstein's book may be found in the LBI Library, call number DS 135 G4 D35 L53digitizedJüdisches Gemeindeblatt.Juedisches Gemeindeblat
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