The business model ontology a proposition in a design science approach

By Alexander Osterwalder. 2004

2,177 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/87bbedf0efbf010515ed54086bdf31c7cb33e4a3

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Citations in the corpus

Responding to policy change: New business models for renewable energy cooperatives – Barriers perceived by cooperatives’ members (2017, background): “Often cited definitions include those of Osterwalder and Pigneur (2010) or of Osterwalder (2004) who defines a business model as “… an abstract conceptual model that represents the business and money earning logic of a company.””
The Case for a Socially Oriented Business Model Canvas: The Social Enterprise Model Canvas (2019, background): “The ontology of the BMC was developed by Alexander Osterwalder (2004) in his doctoral dissertation on business model innovation.”
Clarifying Business Models: Origins, Present, and Future of the Concept (2005, unknown): “The definitions [Timmers 1998; Magretta 2002] simply give an idea of what a business model is whereas the meta-models [Chesbrough and Rosenbloom 2000; Hamel 2000; Linder and Cantrell 2000; Mahadevan 2000; Amit and Zott 2001; Applegate 2001; Petrovic, Kittl et al. 2001; Weill and Vitale 2001; Gordijn”
Transaction costs and the sharing economy (2015, background): “Other major contributions came from Alexander Osterwalder and Yves Pigneur, with Osterwalder’s doctoral thesis, ‘The business model ontology’, (Osterwalder, 2004) as an important landmark.”
Collaborative networked organisations and customer communities: value co-creation and co-innovation in the networking era (2011, background): “…of organisational arrangements concerning the governance model of cooperation to deliver such value proposition (Romero et al. 2007a), and making clear which are the costs, investments and risks required to generate profitable and sustainable revenue streams (Osterwalder 2004, Romero et al. 2006).”
Business Models: Origin, Development and Future Research Perspectives (2016, background): “Although it has been found over time that both concepts intersect, they are not the same (Al-Debei et al., 2008a; Amit and Zott, 2001; Casadesus-Masanell and Ricart, 2010; Osterwalder, 2004; Rajala and Westerlund, 2005; Tikkanen et al., 2005).”
The business model: Theoretical roots, recent developments, and future research (2010, background): “Tankhiwale (2009) has applied a BMO in a longitudinal case study in order to trace the evolution of a telecommunication firm’s business model and its impact on the firm’s business process architecture.”
The role of social value creation in business model formulation at the bottom of the pyramid - Implications for MNEs? (2014, methodology): “Osterwalder (2004) applies a programming language to map the underlying core logic of companies and to define the relationships between individual business model components.”
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.”
Business models as drivers of the low carbon power system transition: a multi-level perspective (2016, background): “…ii) the value creation, explaining how value is actually developed and delivered by the firm; and iii) 34 the value capture, which relates to the financial system employed to turn that value into economic profit (Baden-Fuller 35 and Morgan, 2010; Chesbrough and Rosenbloom, 2002; Osterwalder, 2004).”
Business model innovation in cultural and creative industries: Insights from three leading mobile gaming firms (2020, unknown): “2001), a structural template (Amit & Zott, 2001), a framework (Afuah, 2003), a representation (Morris, Schidehutte, & Allen, 2005; Shafer, Smith, & Linder, 2005) and a conceptual tool or model (George & Bock, 2009; Osterwalder, 2004).”
Business Cases for Sustainability: The Role of Business Model Innovation for Corporate Sustainability (2012, background): “This requires adoptions of products and/or services, but sometimes also parts of the customer relationships pillar and the business infrastructure as these elements can be part of the value proposition as well (Osterwalder, 2004).”