What do business models do? Narratives, calculation and market exploration

By Liliana Doganova, Marie Eyquem-Renault. 2009

484 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/5b3af18cf8d4b3abc1453b6fbbda8bc830e7995c

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Boyd Cohen
2. J. Berbegal‐Mirabent
3. Florian Lüdeke‐Freund
4. Sérgio Cavalcante
5. P. Muñoz
6. Martin Spring
7. Jean-Louis Denis
8. Silvana Trimi

In Strategy and Management

1. Boyd Cohen
2. Frank Boons
3. Florian Lüdeke‐Freund
4. Bryn Williams-Jones
5. J. Berbegal‐Mirabent
6. Sérgio Cavalcante
7. P. Muñoz
8. Martin Spring

Citations in the corpus

• Business Models for Sustainable Innovation: State of the Art and Steps Towards a Research Agenda (2013, methodology): “Combining Osterwalder (2004) and Doganova and Eyquem-Renault (2009) we distinguish the following elements of a generic business model concept: 1.”
• Market innovation processes: Balancing stability and change (2015, unknown): “…innovation also includes the introduction of various market devices (Callon et al., 2007), including algorithms (Muniesa, 2004), business models (Doganova & Eyquem-Renault, 2009; Mason & Spring, 2011), retail interiors (Cochoy, 2007), performance measures (Azimont & Araujo, 2010; Poon, 2007;…”
• Business Model Dynamics and Innovation: (Re)establishing the Missing Linkages (2011, methodology): “We conceptualize a business model as a systematic analytical device, partly for evaluation and action (Doganova and Eyquem-Renault, 2009) with respect to organizational change in general, and partly for addressing innovation (Demil and Lecocq, 2010) activities in particular.”
• How do business model and health technology design influence each other? Insights from a longitudinal case study of three academic spin-offs (2014, background): “Yet, academic spin-offs often lack business expertise, face significant uncertainties regarding their innovation and their markets, and do not have a clear idea of how their product will create value (Doganova and Eyquem-Renault, 2009).”
• Business models: A challenging agenda (2013, unknown): “As Doganova and Eyquem-Renault (2009) explain, entrepreneurs often refer to business models to try to gain legitimacy – but is it fashion or logic that determines what gets supported?”
• Visual tools for business model innovation: Recommendations from a cognitive perspective (2017, unknown): “…2012), reduce complexity (Doz and Kosonen, 2010), uncover hidden structures within a business model (CasadesusMasanell and Ricart, 2007), enable firms to communicate the business model effectively (Osterwalder, 2004), and represent a tool for knowledge sharing (Doganova and Eyquem-Renault, 2009).”
• The sites and practices of business models (2011, methodology): “This is consistent with the descriptions of how business models are developed, presented and divulged to different stakeholders for different purposes (Doganova & Eyquem-Renault, 2009).”
• Business model innovation in entrepreneurship (2012, background): “Research contributions tend to address “what business models do” rather than questioning “what business models are” as in the strategic organizational literature (Doganova and Eyquem-Renault 2009).”