Value creation in E‐business

By Raphael Amit, Christoph Zott. 2001

5,674 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/e87c3be7aaa1c7ce91f94fda0815339ac02af787

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In Strategy and Management

Citations in the corpus

Entrepreneurial marketing and firm performance: Synthesis and conceptual development (2020, neutral): “Having such a diverse network also increases the chance of having complementary resources within the network, which, in turn, enhance collaboration with a different set of actors for outsourcing and mutual value co-creation (Amit & Zott, 2001).”
The business model concept: theoretical underpinnings and empirical illustrations (2003, background): “…School of Economics and Management, Lund University, Lund, Sweden; 2Institute of Economic Research, School of Economics and Management, Lund University, Lund, Sweden Correspondence: Jonas Hedman, Department of Informatics, School of Economics and Management, Lund University, Ole Römers väg 6…”
How Open Innovation Affects the Drivers of Competitive Advantage (2012, background): “Amit and Zott (2001) identified a concept of “lock-in” for e-businesses, and it applies here.”
The sites and practices of business models (2011, background): “The business model literature as such came out of empirical settings in e-business and entrepreneurship, and has found its most stable home in the strategy literature (Amit & Zott, 2001; Zott & Amit, 2008).”
The use of ICT in rural firms: A policy-orientated literature review (2005, background): “With access to increasing markets throughout the world, businesses, including those in rural areas, have a unique opportunity to expand either business-to-business, or business-to-consumer, operations from the traditional and local, to the global (Reynolds, 2000; Amit and Zott, 2001; Lawson et al., ”
Prosumers in the post subsidy era: an exploration of new prosumer business models in the UK (2019, background): “Governance Business model governance involves both the co-ordination and management of the other components and the organisational form of the business model (Amit and Zott, 2001; Zott and Amit, 2010).”
Business model innovation: The effects of exploratory orientation, opportunity recognition, and entrepreneurial bricolage in an emerging economy (2015, background): “They further indicated that most extant definitions fail to fit all criteria, with the one developed by Amit and Zott (2001) as an exception.”
Business models in global competition (2018, background): “As such, most business models call for, or at least imply, the need to encompass the resources and capabilities of the firm and its network and the organizational structure that ties these resources and capabilities together (Amit & Zott, 2001; Casadesus-Masanell & Ricart, 2010; McGrath, 2010).”
The state of the art of innovation-driven business models in the financial services industry (2010, background): “This fact makes companies to keep focused on their more profitable resources, leaving behind the possibilities of self-disruption [38], [39], [25], [22].”
Understanding digital content marketing (2008, background): “…on the digital content marketplace has been on the relevant business models for success in the music and newspaper and magazine industries (e.g. Amit and Zott 2001; Berry 2006; Fetscherin and Knolmayer 2004; Kaiser 2006; Palmer and Eirken 2000; Premkumar 2003; Swatman et al. 2006; Vaccaro and…”
Before and after the technology sector crash: the effect of environmental munificence on stock market response to alliances of e‐commerce firms (2005, background): “E-commerce firms generally do not have production activities (Amit and Zott, 2001) and we only found marketing alliances and technology alliances.”
Comparing how entrepreneurs and managers represent the elements of the business model canvas (2018, background): “The dimensionality of the BMC is a key issue for both entrepreneurship and management research on the business model (Amit and Zott, 2001; Magretta, 2002; Morris et al., 2005; Tikkanen et al., 2005).”
Post-Adoption Variations in Usage and Value of E-Business by Organizations: Cross-Country Evidence from the Retail Industry (2005, background): “Second, there is a lack of empirical evidence to gauge e-business usage and its impact on firm performance, partly because of the difficulty of developing measures and collecting data (Zhu and Kraemer 2002).”