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dc.contributor.authorFjeldstad, Øystein D.
dc.contributor.authorSnow, Charles C.
dc.date.accessioned2018-02-16T10:08:01Z
dc.date.available2018-02-16T10:08:01Z
dc.date.created2018-02-15T10:59:18Z
dc.date.issued2018
dc.identifier.citationLong Range Planning, 2018, 51 (1), 32-39nb_NO
dc.identifier.issn0024-6301
dc.identifier.issn1873-1872
dc.identifier.urihttp://hdl.handle.net/11250/2485305
dc.descriptionThe accepted and peer reviewed manuscript to the articlenb_NO
dc.description.abstractDespite a voluminous literature, business model research continues to be plagued with problems. Those problems hinder theory development and make it difficult for managers to use research findings in their decision-making. In our article, we seek to make three contributions. First, we clarify the theoretical foundations of the business model concept and relate them to the five elements of a business model: customers, value propositions, product/service offerings, value creation mechanisms, and value appropriation mechanisms. A clear definition of a business model enables theory to develop systematically and provides coherent guidance to managers. Second, we suggest that value configuration is a contingency variable that should be included in future theorizing and model building. Each of the elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network. Third, we link business models to organization design. We show how organization design is affected by value configuration and how new collaborative organizational forms enable open and agile business models. We derive the implications of our analysis for future research and management practice.nb_NO
dc.language.isoengnb_NO
dc.publisherElseviernb_NO
dc.titleBusiness Models and Organization Designnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber32-39nb_NO
dc.source.volume51nb_NO
dc.source.journalLong Range Planningnb_NO
dc.source.issue1nb_NO
dc.identifier.doihttps://doi.org/10.1016/j.lrp.2017.07.008
dc.identifier.cristin1565463
dc.description.localcode1, Forfatterversjonnb_NO
cristin.unitcode158,8,0,0
cristin.unitnameInstitutt for strategi
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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