A Critical Assessment of Business Model Research

By Lorenzo Massa, Christopher L. Tucci, Allan Afuah. 2017

1,158 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/ae0ce68301de10b0d769972f6f2fb66aa965e3ba

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In Management of Technology and Innovation

In Strategy and Management

Citations in the corpus

Agile Business Model Innovation in Digital Entrepreneurship: Lean Startup Approaches (2020, neutral): “Second, recognizing how BMI and LSAs are related could provide further evidence that the business model concept is shifting to include demand-side value (Massa et al., 2016).”
Incumbents and business model innovation for the sharing economy: Implications for sustainability (2019, methodology): “To reveal this dimension of business models, extant literature has engaged in “enumerating and clarifying its essential components” (Massa et al., 2017, p. 87).”
Parallel Play: Startups, Nascent Markets, and Effective Business-model Design (2019, methodology): “Prior research has typically focused on content (Massa, Tucci, and Afuah, 2017): types of business models (Chesbrough and Rosenbloom, 2002), rigidity (Tripsas and Gavetti, 2000), antecedents (Piezunka and Dahlander, 2014; Snihur and Zott, 2019), and performance (Zott and Amit, 2007;…”
Creating and capturing value from freemium business models: A demand-side perspective (2018, methodology): “and that the business model is different from strategy in at least three ways (Massa et al., 2016): (1) where strategy emphasizes the division of value between firms in the vertical chain, the business model emphasizes customer value creation as a prerequisite for value capture; (2) strategy is conc”
The Case for a Socially Oriented Business Model Canvas: The Social Enterprise Model Canvas (2019, methodology): “…the supply-side explanation of value: in fact, the expression ‘capturing value’, commonly used to explain the purpose of business models (also in Osterwalder and Pigneur 2010), generally implies that new or existing activities generate an income from a latent demand (Massa, Tucci, and Afuah 2017).”
Temporary business model innovation – SMEs’ innovation response to the Covid‐19 crisis (2021, background): “The BM concept has received considerable theoretical (Massa et al., 2017) and practical (Pohle and Chapman, 2006) interest because it provides a useful perspective for understanding a firm’s business and competitive logic.”