Business Model Generation
By Alexander Osterwalder, Yves Pigneur. 2010
1,405 citations recorded by the source corpus.
View Paper: https://www.semanticscholar.org/paper/4edaa8500b7ca161a82c6c03786d8bea05b7d86d
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Citations in the corpus
- A conceptualized investment model of crowdfunding (2013, background): “Furthermore, ‘[t]he platform creates value by facilitating interactions between the different groups’ (Osterwalder and Pigneur, 2010, 77).”
- Business model innovation and entrepreneurial orientation relationships in SMEs: Implications for international performance (2019, background): “Thus, exploring BMs and BMI provide an avenue to study change because they accommodate the flexibility required for firms to change, to meet the demands of a turbulent and uncertain business environment (Osterwalder and Pigneur 2010; Cavalcante et al. 2011; Amit and Zott 2012; Hennart 2014).”
- Sustainable business models as boundary-spanning systems of value transfers (2018, methodology): “…and negative incentives for the organization, the legislative environment, performance and growth data over the past three years (if available), the BM components (Osterwalder and Pigneur, 2010) as well as a detailed description of the organization's environmental and social sustainability.”
- Customer experience driven business model innovation (2020, background): “Broadly, the business model consists of three components: 1) value proposition (specifically, the value components under the firm’s control), which could be a product or a service; 2) value creation, which is the experience of the product or service by the customer; and 3) revenue/resource stream, a”
- Technology transfer organizations: Services and business models (2013, background): “As pointed out by Porter (1985), the value chain framework suggests paying attention to the coordination among the elements that are included in the value chain.”