Business Model Evolution: In Search of Dynamic Consistency

By Benoît Demil, X. Lecocq. 2010

1,712 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/8558d7c06f7fde090d2bf3e860f0fd1ef41f09fd

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In Strategy and Management

Citations in the corpus

The business model: Present and future—beyond a skeumorph (2013, background): “As such, the concept is useful for the recent renewal of interest in strategy implementation (e.g. breakdowns of abstract strategies into managerial tasks; Demil and Lecocq, 2010), especially for new-technology businesses that have had monetization challenges (e.g. Twitter).”
The business model: Theoretical roots, recent developments, and future research (2010, background): “…create and deliver value, which have offered scope for the creation of unconventional exchange mechanisms and transaction architectures (Amit & Zott, 2001), and accentuated the possibilities for the design of new boundary-spanning organizational forms (Daft & Lewin, 1993; Dunbar & Starbuck, 2006).”
What Drives Business Model Adaptation? The Impact of Opportunities, Threats and Strategic Orientation (2017, background): “This includes work on business model “evolution”, “learning,” “erosion” and “lifecycles” (cf., Demil and Lecocq, 2010; McGrath, 2010; Morris et al., 2005; Teece, 2010).”
Effectuation or causation as the key to corporate venture success? Investigating effects of entrepreneurial behaviors on business model innovation and venture performance (2017, background): “…2002) and the intangible ones in the sense of competencies (Demil and Lecocq, 2010; Osterwalder et al., 2005), as well as the structures/processes (Demil and Lecocq, 2010; Kindstr€om, 2010) needed for value creation and delivery while the external value creation architecture involves the exchange…”
Business Cases for Sustainability: The Role of Business Model Innovation for Corporate Sustainability (2012, background): “, 2011), a broad discourse on business model innovation has evolved for the last decade (e.g., Chesbrough and Rosenbloom, 2002; Chesbrough, 2007, 2010; Mitchell and Coles, 2003, 2004a, 2004b; Demil and Lecocq, 2010; Johnson, 2010; Johnson et al., 2008; Teece, 2010; Zott et al., 2011).”
Visual tools for business model innovation: Recommendations from a cognitive perspective (2017, neutral): “These scholars either consider business models as purposefully-designed systems (e.g., Amit and Zott, 2001; Casadesus-Masanell and Ricart, 2010; Zott and Amit, 2008, 2007) or as systems that emerge and change in an evolutionary manner (e.g., Demil and Lecocq, 2010; Sosna et al., 2010).”
Business Model Innovation to Create and Capture Resource Value in Future Circular Material Chains (2014, background): “One key insight is that the business model concept is useful in the way it breaks down high level strategies into specific managerial tasks for businesses grounded in new technologies or new approaches, especially if they have challenges as relates to making money [80], and enable effective communic”
How do business model and health technology design influence each other? Insights from a longitudinal case study of three academic spin-offs (2014, background): “To this end, our analytical framework concurrently considered internal and external factors relevant to the firm’s activities (Schneider and Spieth, 2013) as well as the voluntary and emerging dynamics of business model change (Demil and Lecocq, 2010).”
Managing decision-making and cannibalization for parallel business models (2013, background): “Studies on business models have focused on innovation as the basis for transformation and change (Demil and Lecocq, 2010; Desyllas and Sako, 2013; Johnson et al., 2008; Sosna et al, 2010).”
Dynamics of business models - strategizing, critical capabilities and activities for sustained value creation (2013, background): “While resources and competences – among other things necessary for such experimentation – have been argued to be major building blocks of business models (Johnson et al. 2008; Demil and Lecocq, 2010), we identify a balanced use of resources as another critical capability.”