From Strategy to Business Models and onto Tactics

By Ramon Casadesus-Masanell, Joan Enric Ricart. 2010

2,407 citations recorded by the source corpus.

Subfields: Business and International Management, Economics and Econometrics, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/46514325524c3841be258f71893cc69f4d917596

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Citations in the corpus

Business models in global competition (2018, background): “A business model describes a framework by which the firm creates and captures value, including a unique activity and resource structure and an innovative customer value proposition plus a scheme for capturing and allocating economic value (Casadesus-Masanell & Ricart, 2010; Teece, 2010).”
Business model innovation for sustainable energy: how German municipal utilities invest in offshore wind energy (2013, background): “, Chesbrough and Roosenbloom, 2002; Johnson, 2010; Teece, 2010). However, the term business model innovation remains largely unspecified in the current academic literature. Zott et al. (2011) find that two complementary ideas about business model innovation shape the research in the field of innovat”
Business Models: Origin, Development and Future Research Perspectives (2016, methodology): “Also, there is a discussion concerning the different relevant types as well as the dimensions or levels for both approaches (e.g., Casadesus-Masanell and Ricart, 2010, Cavalcante et al., 2011, van Putten and Schief, 2012).”
Dynamics of business models - strategizing, critical capabilities and activities for sustained value creation (2013, background): “Finally, Casadesus-Masanell and Ricart (2010) argue that business models can generate virtuous cycles – positive feedback loops that would strengthen parts of the model over time.”
The sites and practices of business models (2011, background): “It is perhaps understandable that consultants and their like (Casadesus-Masanell & Ricart, 2010; Magretta, 2002) should be mainly interested in working at firm level; likewise, for different reasons, strategic management scholars (Zott & Amit, 2008).”
Managing decision-making and cannibalization for parallel business models (2013, background): “But it is also economic because the business model is a description of the underlying routines and architecture of the business (Casadesus-Masanell and Ricart, 2010; Zott and Amit 2010), and when there are two opposing business models these routines and architectures are likely to be in conflict.”
Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation (2019, background): “spective [29], [31] on the dimensions of BMI.”
Editorial: Business model innovation - the challenges ahead (2013, background): “Thus, business model and strategy are different, although the business model is important for the strategy adopted or realised by the firm to compete with other firms (Björkdahl, 2009a; Casadesus-Masanell and Ricart, 2010).”
Strategic agility-driven business model renewal: the case of an SME (2017, background): “Business model (BM) is a critical construct in understanding how firms generate, deliver and capture value and it reflects the company’s strategy (Casadesus-Masanell and Ricart, 2010).”