Business models as models

By C. Baden-Fuller, M. S. Morgan. 2010

1,293 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/1e198d3ef814f79923961fe4d0094cc033d62dc7

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Business Model Innovation to Create and Capture Resource Value in Future Circular Material Chains (2014, background): “It is clear that these findings influenced the further work on understanding business models and this can be seen in the definitions that were presented for the constituent parts of a business model in the work published from 2007 onwards as well as an increasing set of questions raised around the b”
The role of social value creation in business model formulation at the bottom of the pyramid - Implications for MNEs? (2014, background): “The literature often emphasises the importance of experimentation (e.g. Chesbrough, 2010), trial and error (e.g. Baden-Fuller & Morgan, 2010), reinvention (e.g. Johnson, Christensen, & Kagermann, 2010), innovation (e.g. Teece, 2010), and adaptation (e.g. Meyer, 1982).”
SME international business models: the role of context and experience (2017, positive): “The business model construct can in this way both aid scientific investigation and help to inform practice (Baden-Fuller & Morgan, 2010).”
From rapid prototyping to home fabrication: How 3D printing is changing business model innovation (2016, background): “As noted in Baden-Fuller and Morgan (2010), business models are often hard to de ﬁ ne, since they can serve at the same time as scale models, role models and ideal models.”
Business model configurations and performance: A qualitative comparative analysis in Formula One racing, 2005–2013 (2015, background): “Business models are cognitive devices representing a business enterprise’s value creation and value capture activities (Chesbrough and Rosenbloom, 2002; Baden-Fuller and Morgan, 2010; Teece, 2010).”
The open innovation research landscape: established perspectives and emerging themes across different levels of analysis (2016, positive): “For managers, the business model functions as a cognitive device linking theory with data, design with activity (Baden-Fuller and Morgan 2010).”
Managing decision-making and cannibalization for parallel business models (2013, background): “A business model summarizes the architecture and logic of a business (Baden-Fuller and Morgan, 2010), and several recent studies have found that competitive pressures have pushed business model innovation to the top of CEOs’ priorities (IBM Global CEO Study, 2008; GE Global Innovation Barometer, 201”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, methodology): “…model is mainly used in two functions: (1) Every venture has some (real) business model that depicts its business logic either implicitly or explicitly and (2) the business model is also used as a tool by researchers to analyse, describe, and classify businesses (Baden ‐ Fuller & Morgan, 2010).”
Business Cases for Sustainability: The Role of Business Model Innovation for Corporate Sustainability (2012, background): “, Baden-Fuller and Morgan, 2010; Chesbrough, 2010; Wirtz, 2011; Yip, 2004; Zott et al., 2011; see also Elkington (2004), who calls the business model the ‘DNA of business’]; i.”
Business models: A challenging agenda (2013, positive): “Business models serve many purposes for management researchers, as has been explained by Baden-Fuller and Morgan (2010), and our understanding has been informed in part by the wider discussion of models in the thinking processes of scientists and economists reported in Morrison and Morgan (1999) and”