The power of business models

By S. Shafer, H. Smith, J. Linder. 2005

1,752 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/066954d31202b1b39b944786f53ec5cefc26c495

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In Strategy and Management

Citations in the corpus

What do business models do?: Innovation devices in technology entrepreneurship (2009, neutral): “The extensive use of business models by practitioners since the 1990s (Shafer et al., 2005) has increasingly drawn the attention of scholars.”
Deconstructing the Way in which Value Is Created in the Context of Social Entrepreneurship (2018, positive): “In particular, we mobilized the definitions and frameworks by CasadesusMasanell and Ricart (2010), Shafer et al. (2005) and Verstraete and Jouison-Laffitte (2011a,b).”
Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation (2015, background): “This conceptualization is consistent with prior research emphasizing that business models are designed systems of activities that reflect managerial choices and their operational implications (Casadesus-Masanell and Ricart, 2010; Shafer et al., 2005; Zott and Amit, 2007, 2010).”
Business Model Innovation and Sources of Value Creation in Low-Income Markets (2010, neutral): “However, the analysis of business models has been done without a consistent conceptual framework and has even been confused with business strategy (Yip, 2004; Shafer et al., 2005).”
Sustainable business models as boundary-spanning systems of value transfers (2018, background): “The BM reflects how an organization creates and captures value, thereby describing the underlying logic of the organization (Chesbrough and Rosenbloom, 2002; Magretta, 2002; Massa et al., 2017; Shafer et al., 2005; Teece, 2010; Zott et al., 2011).”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, background): “However, any “ business is fundamentally concerned with creating value and capturing returns from that value ” (Shafer, Smith, & Linder, 2005, p. 202) , which is seen as one of the main factors in understanding the success or failure of firms (Porter, 1985).”
Business Model Innovation to Create and Capture Resource Value in Future Circular Material Chains (2014, background): “The key articles that followed chronologically and that included a set of defined dimensions for a business model were [8–41].”
Employing the business model concept to support the adoption of product–service systems (PSS) (2013, background): “According to Shafer, Smith, and Linder (2005), a business model is a tool that serves to represent the company's underlying core logic and to communicate strategic choices.”