Session 446

Empirical Studies and Case Studies of Business Models

Track A

Date: Tuesday, September 23, 2014

Track X

Time: 08:00 – 09:15

Paper

Room: Malta


Session Chair:

  • Elisabeth F. Mueller, University of Passau

Title: Developing a Business Model Typology for Industrial Clusters

Authors

  • Elisabeth F. Mueller, University of Passau

Abstract: The business model concept is frequently used on an organizational level to explain how companies do business. However, firm relations on an inter-organizational level—within an industrial cluster, for example—become more and more important for a company’s competitive position. These clusters even define their own business models. This empirical, quantitative study seeks to develop a business model typology for industrial clusters by transferring the business model concept from the organizational to the inter-organizational level. We investigate the business model elements of 236 industrial clusters, develop a business model typology and analyze performance differentials between the resulting business models types. Preliminary results show that five distinct types of cluster business models emerge out of the data and that performance differs between these five types.

Title: Navigating Resource Flow: Becoming Hybrid Business Models in News Media

Authors

  • Rueylin Hsiao, National Chengchi University
  • Su-Hua Ou, Soochow University
  • Chun-Fang Yang, National Cheng-Chi University
  • Chia-I Cheng, National Cheng-Chi University

Abstract: This article examines how a hybrid business model is emerged from a newspaper firm’s transformation process. Through a qualitative case study, this findings describes three patterns of navigating resource flow: (1) resource effectuating, which explains how one resource could be put into multiple applications; (2) resource crossing-over, which illustrates how cross-boundary collaboration may create new resources; and (3) resource recycling, which converts the value of a seemingly less useful resource. Theoretically, this study added to open innovation theories and business model literature by showing the link between resource flow and hybrid business models. Practically, this paper examines how enterprises may achieve resources synergy to bring about business model innovations.

Title: The Birth and Dissemination of Business Models in Niche Markets: Evidence from the U.S. Markets for Orphan Drugs

Authors

  • Olga Bruyaka, West Virginia University
  • Hanko Zeitzmann, Zayed University
  • Tabitha James, Virginia Tech

Abstract: A considerable number of empirical studies on business models has been conducted in the context of mass markets given that many companies of all types strove to introduce blockbuster products and services. But now many companies involved in software, services of all types and drug development are capitalizing on the opportunity to cater to niche markets. Our exploratory study extends emerging efforts in the business models literature to better understand the birth and dissemination of business models in niche markets. Using longitudinal data linking, rare diseases, orphan drugs, related patents, and various organizations involved in their development we trace emergence and dissemination of niche buster business model in the pharmaceutical industry, which is often referred to as markets for orphan drugs.

Title: Transitioning from Failure: Business Model Innovation

Authors

  • Margarete Bowien, ESADE Business School
  • Luis Vives, Ramon Llull University

Abstract: This study reveals how failure, defined as a rare event, enables firms to innovate their business models. Specifically, we investigate through longitudinal in-depth cases studies of 20 Latin American multinationals how failure in their internationalization influenced their further internationalization attempts and how it encouraged them to innovate their business models. Particularly, we are interested to find out what exactly were the failures and what were they caused by, how the firms reacted to the failures and how the failures led to the innovation of their business models. Moreover, we are focused on the capabilities that are necessary to be able to transition from failure through business model innovation.

All Sessions in Track A...

Sun: 15:45 – 17:00
Session 444: Business Model innovations
Mon: 08:00 – 09:15
Session 442: Performance Implications of Business models
Mon: 11:00 – 12:15
Session 305: Business Model Design and Innovation in Different Institutional Environments
Mon: 14:45 – 16:00
Session 443: Business Model Theory Development
Mon: 16:30 – 17:45
Session 455: Selected topics on Business models
Tue: 08:00 – 09:15
Session 446: Empirical Studies and Case Studies of Business Models
Tue: 11:00 – 12:15
Session 447: Business Model Design
Tue: 15:30 – 16:45
Session 449: Busienss Model Eco-systems

All Sessions in Track X...

Sun: 13:45 – 14:30
Session 295: Keynote: Lifetime Achievement Award
Sun: 14:30 – 15:15
Session 471: Keynote: CK Prahalad Award
Sun: 15:45 – 17:00
Session 203: Acquisition Implementation
Session 215: Yikes: What Now (Reloaded)?: Firm Responses to Stakeholder Activism
Session 398: Corporate Strategy and Corporate Finance: Continuing the Research Conversation
Mon: 08:00 – 09:15
Session 260: IPRs, Appropriability and Innovation
Session 338: Making Strategy, Strategic Change and the Role of Sensemaking and Sensegiving
Mon: 09:30 – 10:30
Session 296: How Social Networks Create Competitive Advantage: The Microfoundations Reputation
Mon: 11:00 – 12:15
Session 213: What is In It For Us? How Sustainability Matters for Firm Strategy
Session 352: CEO Decision Making
Session 405: Multi-Sided Platform Strategies
Mon: 13:30 – 14:30
Session 4: Business Models in their Competitive Context
Session 5: Building Strategic States
Session 298: Using Networks to Shape Strategy
Session 299: Dealing with the Euro Area Economic Crisis: Strategic Adjustment in the Period of Turmoil
Session 300: Methodological and Conceptual Frontiers in the New World of Networks
Mon: 14:45 – 16:00
Session 368: Firm Scope and Industry Competition
Session 375: Changing External Environments: How do Multinationals Respond?
Mon: 16:30 – 17:45
Session 245: Human Capital Complementarities
Session 344: Paradoxical Tensions and Innovative Strategies
Tue: 08:00 – 09:15
Session 409: Increasing the Relevance of Strategy Research
Session 446: Empirical Studies and Case Studies of Business Models
Tue: 09:30 – 10:30
Session 297: Granularity of Profit
Tue: 11:00 – 12:15
Session 469: M&As and Innovation
Tue: 14:15 – 15:15
Session 301: Strategy Frameworks: In Quest of Relevance in a Turbulent World
Session 302: Directing Strategy: The Process Challenges of Formulating and Implementing Strategy in a World of Networks
Session 470: Governance Challenges in Globalized Networks
Session 473: Rethinking the Architecture of Global Corporations
Tue: 15:30 – 16:45
Session 208: Interactions, Recombination and Adaptation Processes
Session 346: Management and Strategy Practices Reconsidered
Tue: 17:15 – 18:30
Session 441: Funding Entrepreneurial Ventures: Sources and Successes


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