Clarifying Business Models: Origins, Present, and Future of the Concept

By Alexander Osterwalder, Yves Pigneur, Christopher L. Tucci. Communications of the Association for Information Systems, 2005

708 citations recorded by the source corpus.

Subfields: Information Systems, Management Information Systems

View Paper: https://www.semanticscholar.org/paper/01bb3767f63880825ffa873c2e985f5df407805a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Information Systems

1. Gunther Eysenbach
2. Richard J. Arend
3. Mateusz Lewandowski

In Management Information Systems

1. Richard J. Arend
2. Mateusz Lewandowski

Citations in the corpus

• The business model: Present and future—beyond a skeumorph (2013, positive): “…model does not seem dead, however, and that is because of three things: (a) a significant increase of articles published on the topic since 1990 (Osterwalder et al., 2005; Zott et al., 2011); (b) the significant strategic, organizational, and economic impact attributed to the use of the idea…”
• Business Models for Sustainable Technologies: Exploring Business Model Evolution in the Case of Electric Vehicles (2014, neutral): “…three main components – i.e. value proposition, value network, and revenue/cost model (see Figure 1 included in the next section) – derived from existing frameworks (Chesbrough and Rosenbloom, 2002; Demil and Lecocq, 2010; Johnson et al., 2008; Morris et al., 2005; Osterwalder et al., 2005).”
• Digitalization, business models, and SMEs: How do business model innovation practices improve performance of digitalizing SMEs? (2019, neutral): “From Osterwalder et al. (2005), we borrow the idea that strategies and BMs need to be aligned, and that BMs should be defined according to the market situation.”
• From rapid prototyping to home fabrication: How 3D printing is changing business model innovation (2016, neutral): “…2004; Casadesus-Masanell and Ricart, 2010; Chesbrough, 2010; Teece, 2010), value creation (Zott and Amit, 2002; Voelpel et al., 2004; Chesbrough, 2007), value capture (Chesbrough, 2007; Holm et al., 2013), and value delivery (Osterwalder et al., 2005; Abdelka fi et al., 2013; Holm et al., 2013).”
• Designing the Business Models for Circular Economy—Towards the Conceptual Framework (2016, positive): “A more recognized and applied framework of a business model distinguishes nine building blocks [83], and is conceptualized as the business model canvas (BMC) [8].”
• Business Models: Origin, Development and Future Research Perspectives (2016, neutral): “Next to the market offering model, the revenue model also represents a central and frequently mentioned component (Osterwalder et al., 2005; Osterwalder and Pigneur, 2010).”
• Business Model Evolution: In Search of Dynamic Consistency (2010, neutral): “At an abstract and conceptual level, the BM concept refers to generic representations that can be applied in multiple sectors.(12) For instance, the free business model describes how some organizations can earn revenues by proposing free products or services to groups of consumers.”
• Sustainable Development and Business Models of Entrepreneurs in the Organic Food Industry (2015, neutral): “The business model of ecopreneurs to replace disvalue by value is largely based on this strategic network (Gulati, 1998; Osterwalder et al., 2005; Zott et al., 2011), by recognizing and acknowledging the nature of the products of kindred ecopreneurs but also by the necessity to integrate these inter”
• Studying innovation ecosystems using ecology theory (2016, neutral): “A business model describes how a firm creates value by using its internal capabilities to process external resources and survive (Hedman and Kalling, 2003; Osterwalder et al., 2005; Chesbrough, 2010).”
• A Holistic Framework to Improve the Uptake and Impact of eHealth Technologies (2011, positive): “Business modeling originated in commercial strategic management [61,106-109], focusing on the collaborative efforts of value creation with stakeholders.”
• Business model innovation: a review of the process-based literature (2021, neutral): “Strategizing processes involve setting and maintaining companies’ competitive advantage on the market (Casadesus-Masanell & Ricart, 2010; Demil & Lecocq, 2010; Magretta, 2002; Osterwalder et al., 2005; Porter, 1985; Teece, 2010).”