What do business models do?: Innovation devices in technology entrepreneurship

By Liliana Doganova, Marie Eyquem-Renault. 2009

509 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/71d73609dc60749ea33b95e4ae84c744887652d2

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Business Models for Sustainable Innovation: State of the Art and Steps Towards a Research Agenda (2013, unknown): “Combining Osterwalder (2004) and Doganova and Eyquem-Renault (2009) we distinguish the following elements of a generic business model concept: 1.”
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, unknown): “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).”
The business model: Theoretical roots, recent developments, and future research (2010, background): “Doganova and Eyquem-Renault (2009), for example, have studied the business model as a narrative and calculative device that allows entrepreneurs to explore and create a market.”
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;…”
Mapping out the sharing economy: A configurational approach to sharing business modeling (2017, unknown): “Of course much of the research, and practitioner tools focused on business models have been oriented towards traditional business and startup environments (e.g. Doganova & Eyquem-Renault 2009).”
Entrepreneurial opportunity recognition: an empirical study of R&D personnel (2013, unknown): “…innovation and entrepreneurship literature has overly focused on firm-level innovation performance, such as product innovation performance and firm-level entrepreneurship activities, which include strategic renewal, venturing, and innovation (Day et al., 2006; Doganova and Eyquem-Renault, 2009).”
How do business model and health technology design influence each other? Insights from a longitudinal case study of three academic spin-offs (2014, unknown): “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).”
Sustainable Business Models: A Review (2019, unknown): “The model of an organizational system [5], a simplified characteristic of the business concept [6], and a reduced scope of business [7] are suggested as the various types of business models.”
Business model innovation in entrepreneurship (2012, unknown): “In this framing, business models become an extremely useful instrument for finding partners and investors, as they contain all the information related to how the firm is planning to create value that can generate the revenues that will guarantee sustainability survival of the firm (Doganova and Eyqu”
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?”
Business models as models (2010, background): “This makes business models performative in a particularly reflexive way.(26) The experiments by these managers are on their own firm and involve their own behaviour.”