Why business models matter.

By J. Magretta. Harvard Business Review, 2002

3,155 citations recorded by the source corpus.

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Citations in the corpus

Business Models: Origin, Development and Future Research Perspectives (2016, background): “In articles of the recent past, the authors mostly refer to the fundamental works and aspects of all three basic perspectives (e.g., Afuah and Tucci, 2003; Amit and Zott, 2001; Chesbrough, 2006; Chesbrough and Rosenbloom, 2002; Johnson et al., 2008; Magretta, 2002; Tikkanen et al., 2005; Wirtz et al”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, methodology): “This will involve changes through the adoption and use of IT within the supporting activities of the firm's value chain because “ all new business models are variations on the generic value chain underlying all businesses ” (Magretta, 2002, p. 4).”
The tone of business model disclosure: an impression management analysis of the integrated reports (2015, background): “In spite of the lack of a single definition of the term BM (Magretta 2002), there is a widespread acceptance that it refers to the process of value creation (Greiner and Ang 2012; Beattie and Smith 2013; CIMA et al.”
Digitization capability and the digitalization of business models in business-to-business firms: Past, present, and future (2020, background): “In general, business models are explanations of how a firm does business (Chesbrough & Rosenbloom, 2002; Magretta, 2002) and how a given actor “chooses to connect with factor and product markets” (Zott & Amit, 2008, p. 3).”
Do Some Business Models Perform Better than Others (2006, background): “November 2007 / 04:11 CORE Metadata, citation and similar papers at core.ac.uk Provided by Research Papers in Economics”
The fit between product market strategy and business model: implications for firm performance (2008, background): “…a corollary, which we state explicitly because the conceptual arguments that support the conjecture that business models and product market strategies differ are relatively new (e.g., see Magretta, 2002), may not be widely known or accepted, and until now have not been empirically established.”
Strategic risk analysis – a field version (2002, background): “In business literature, there is abundant usage of the term`` strategy'' and it has becomè`. . . among the most sloppily used terms in business . . .'' (Magretta, 2002).”
Business model innovation: a review of the process-based literature (2021, background): “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).”
Business Models for Sustainable Innovation: State of the Art and Steps Towards a Research Agenda (2013, background): “The business model, as it connects actors through narratives and calculations (see also Magretta, 2002), can be interpreted as such a market device (Doganova and Eyquem-Renault, 2009).”
Business Model Design and the Performance of Entrepreneurial Firms (2007, unknown): “27 the emerging literature on business models and on boundary-spanning organizational designs that are relevant to the study of innovation and entrepreneurship (e.g., Amit & Zott, 2001; Hargadorn & Yellowlees, 2001; Mendelssohn, 2000; Magretta, 2002).”