The relationship between business-model innovation and firm value: A dynamic perspective

World Academy of Science, Engineering and Technology

Volumn 77, Issue , 2011, Pages 656-664

  Ho, Yung C ^a   Fang, Hui C ^a   Hsieh, Ming J ^a  

^a NATIONAL CHUNG CHENG UNIVERSITY   (Taiwan)

Author keywords

Business model; Dynamic perspective; Firm value; Innovation

Indexed keywords

BUSINESS MODELS; BUSINESS-MODEL; COMPETITIVE ADVANTAGE; EMPIRICAL RESEARCH; EMPIRICAL RESULTS; FINANCIAL VALUES; FIRM VALUE; INNOVATION THEORY; MARKET VALUES; TECHNOLOGICAL COMPETENCE; TECHNOLOGY INDUSTRY;

COMPETITION; INDUSTRY; COMMERCE;

INNOVATION;

EID: 79959605149     PISSN: 2010376X     EISSN: 20103778     Source Type: Journal    
DOI: None     Document Type: Article

References (30)

1. A. Osterwalder, Y. Pigneur, and C. L. Tucci, Clarifying business models: origins, present, and future of the concept, Communications of the Association for Information Systems, Vol.16, 2005, pp. 1-25.
2. M. Sosna, R. N. Trevinyo-Rodríguez, and S. R. Velamuri, Business Model Innovation through Trial-and-Error learning: The Naturhouse Case. Long Range Planning, Vol. 43, Issues 2-3, 2010, pp. 383-407.
3. R. Casadesus-Masanell, and J. E. Ricart, From strategy to business models and onto tactics, Long Range Planning, Vol.43, 2010, pp.195-215.
4. D. J. Teece, Business models, business strategy and innovation, Long Range Planning, Vol.43. 2010, pp. 172-194.
5. B. W. Wirtz, O. Schilke, and S. Ullrich, Strategic development of internet business models: implications of the Web 2.0 for creating value on the internet, Long Range Planning, Vol.43, Issues 2-3, 2010, pp. 272-290.
6. H. Chesbrough, Business model innovation: opportunities and barriers, Long Range Planning, Vol. 43, 2010, pp. 354-363.
7. B. Demil, and X. Lecocq, Business model evolution: in search of dynamic consistency, Long Range Planning, Vol. 43(2/3), 2010, pp. 227-246.
8. Y. L. Doz, and M. Kosonen, Embedding strategic agility: A leadership agenda for accelerating business model renewal, Long Range Planning, Vol.43, Issues 2-3, 2010, pp. 370-382.
9. Y.C. Ho, H. C. Fang, and J. F. Lin, Value Co-creation in Business Models: Evidence from Three Cases Analysis in Taiwan, The Business Review, Cambridge, Vol.15, Issues 2, 2010, pp. 171-177
10. H. Itami, & K. Nishino, Killing two birds with one stone: Profit for now and learning for the future, Long Range Planning, Vol.43, Issues 2-3, 2010, pp. 364-369.
11. R. G. McGrath, Business models: a discovery driven approach, Long Range Planning, Vol.43, 2010, pp. 247-261.
12. K. M. Eisenhardt, and B. N. Tabrizi, Accelerating Adaptive Processes-Product Innovation in the Global Computer Industry, Administrative Science Quarterly, Vol.40, Issues 1, 1995, pp. 84-110
13. M. Tushman, W. K. Smith, R. C. Wood, G. Westerman and C. O'Reilly, Organizational designs and innovation streams, Industrial and Corporate Change, Vol.19, Issues 5, 2010, pp. 331-1366.
14. J. Brink, and M. Holmen, Capabilities and radical changes of the business models of new Bioscience firms, Creativity and Innovation Management, Vol. 18, Issue.2, 2009, pp.109-120.
15. M. Morris, M. Schindehutte, and J. Allen, The entrepreneur's business model: Toward a unified perspective, Journal of Business Research, Vol.58, Issues 6, 2005, pp. 726-735.
16. L. Schweizer, Concepts and evolution of business models, Journal of General Management, Vol.31, Issues 2, 2005, pp. 37-56.
17. S. M. Shafer, H. J. Smith, and J. C. Linder, The power of business models, Business Horizons, Vol.48, Issues 3, 2005, pp. 199-207.
18. C. Zott, and R. Amit, Business model design: an activity system perspective, Long Range Planning, Vol.43, 2010, pp. 216-226.
19. R. Amit, and C. Zott, Value creation in e-business, Strategic Management Journal, Vol.22, Issue.6-7, 2001, pp. 493-520.
20. J. C. Linder, and S. Cantrell, Changing business models: surveying the landscape, Accenture Institute for Strategic Change. 2000.
21. J. Margretta, Why Business Models Matter. Harvard Business Review, Vol.80, Issues 5, 2002, pp. 86-92.
22. K. M. Eisenhardt, and J. A. Martin, Dynamic Capabilities: What Are They?, Strategic Management Journal, Vol.21, Issues 10-11, 2000, pp. 1105-1121.
23. D. G. Sirmon, M. A. Hitt, J-L. Arregle and J. T. Campbell,The dynamic interplay of capability strengths and weaknesses: investigating the bases of temporary competitive advantage, Strategic Management Journal, Vol.31: 2010, pp. 1386-1409.
24. D. J. Teece, G. Pisano, and A. Shuen, Dynamic Capabilities and Strategic Management, Strategic Management Journal, Vol.18, Issues 7 1997, pp. 509-533
25. H. Chesbrough, and R. S. Rosenbloom, The role of the business model in capturing value from innovation: Evidence from Xerox Corporation's technology spin-off companies, Industrial and Corporate Change, Vol.11, Issues 3, 2002, pp. 529-555
26. H. Gatignon, M. L. Tushman, W. Smith, and P. Anderson, A structural approach to assessing innovation: construct development of innovation locus, type, and characteristics, Management Science, Vol.48, Issues 9, 2002, pp. 1103-1122.
27. C. Zott, and R. Amit, Business model design and the performance of entrepreneurial firms, Organization Science, Vol.18, Issues 2, 2007, pp. 181-199.
28. A. B. Sorescu, and J. Spanjol, Innovation's effect on firm value and risk: insights from consumer packaged goods, Journal of Marketing, Vol.70, 2008, pp. 114-132.
29. R. K. Yin,Case Study Research: Design and Methods, Sage Publications, London, 3rd ed. 2003.
30. D. Leonard-Barton, Wellsprings of knowledge: building and sustaining the sources of innovation, Boston, Mass: Harvard Business School press. 1995.