Internet Business Models and Strategies: Text and Cases

By Allan Afuah, Christopher L. Tucci. 2002

871 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/96d204033af987ff494c6aa1ac18b09c54c4e117

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Citations in the corpus

Value Creation through Novel Resource Configurations in a Digitally Enabled World (2017, background): “The role of customers as potential resource providers (Shah & Tripsas, 2007) and the role of a focal ﬁ rm ’ s partners as potential loci of value creation (Afuah, 2000; Chatain, 2011) have received only sparse attention.”
The business model concept: theoretical underpinnings and empirical illustrations (2003, background): “Afuah & Tucci (2001) presented a list of components including customer value (distinctive offering or low cost), scope (customers and products/ services), price, revenue sources, connected activities, implementation (required resources), capabilities (required skills), and sustainability.”
The Role of the Management Sciences in Research on Personalization (2003, unknown): “The Internet reduces information asymmetry between the consumer and the firm, leading to an increase in buyer power relative to the firm (Afuah and Tucci 2001, p. 30).”
The business model: Theoretical roots, recent developments, and future research (2010, background): “While the work of Afuah (2004) and Afuah and Tucci (2001) is conceptual, some authors have conducted empirical analyses.”
Digitisation, ‘Big Data’ and the transformation of accounting information (2014, unknown): “Digitisation is typically accompanied by ﬁxed cost incursions which far exceed variable cost elements (Afuah and Tucci 2001, Bhimani 2013a).”
Was There Too Little Entry During the Dot Com Era (2007, background): “Firms following a GBF strategy tried to grow aggressively and make substantial investments to both acquire customers and preempt competition (Afuah and Tucci 2003; Eisenmann 2002; Reid 1997).”
“Untact”: a new customer service strategy in the digital age (2019, background): “In particular, O2O, which is a phenomenon that combines online and offline, is evolving to satisfy the requirements of consumers who want to enjoy shopping under optimal conditions across boundaries (Afuah and Tucci 2001).”
Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, background): “As granular systems, business models consist of two tightly coupled elements: a value proposition, in the form of a product or service that at least some customers value over existing solutions, and an activity system—the set of linked components and resources that helps create and deliver this valu”
Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, background): “Business models further integrate these thoughts as activity systems that define value creation and capture through the configuration of activities, their linkages, and dynamics (Afuah & Tucci, 2000; Zott & Amit, 2010).”