Business Model Innovation and Competitive Imitation: The Case of Sponsor-Based Business Models
By Ramon Casadesus-Masanell, Feng Zhu. 2013
774 citations recorded by the source corpus.
Subfields: Economics and Econometrics, Strategy and Management
View Paper: https://www.semanticscholar.org/paper/9807ef860267ac0fb0c9eeb575eb54a7e1b1dd3d
How researchers see this paper
The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.
In Economics and Econometrics
- Zhongfeng Su
- Joost Rietveld
- Marianne Hock
- Hai Guo
- Dennis M. Steininger
- Chanchai Tangpong
- D. Ahlstrom
- Thomas Clauss
In Strategy and Management
- Joost Rietveld
- Marianne Hock
- Hai Guo
- Dennis M. Steininger
- Zhongfeng Su
- Chanchai Tangpong
- D. Ahlstrom
- Thomas Clauss
Citations in the corpus
- Linking information systems and entrepreneurship: A review and agenda for IT‐associated and digital entrepreneurship research (2018, background): “Business model choice or innovation/change is one way this type of dependent variable could connect to the stream of literature on business model innovation in existing firms (Casadesus ‐ Masanell & Zhu, 2013; Chesbrough, 2007).”
- Creating and capturing value from freemium business models: A demand-side perspective (2018, background): “…on premium content, or mobile operating systems where applications developers often include sponsor-based elements in their freemium applications (Casadesus-Masanell and Zhu, 2013), game developers on Steam operate either a pure freemium or a premium business model, and there is no peripheral…”
- Strategic Agility, Business Model Innovation, and Firm Performance: An Empirical Investigation (2019, background): “41], BMI creates a competitive advantage for firms by helping them to deliver superior value to their customers [3], [4].”
- Business model innovation: The effects of exploratory orientation, opportunity recognition, and entrepreneurial bricolage in an emerging economy (2015, background): “…it can quickly be made less profitable or even obsolete by market changes (Johnson et al., 2008; Sosna et al., 2010); on the other hand, it may be imitated as firms often learn about other successful business models and incorporate them into their own business (Casadesus-Masanell & Zhu, 2013).”