How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models

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• 作者：Thomas Werani ; Bernhard Freiseisen…
• 刊名：Journal of Business Economics
• 出版年：2016
• 出版时间：August 2016
• 年：2016
• 卷：86
• 期：6
• 页码：579-609
• 全文大小：1,021 KB
• 刊物主题：Business/Management Science, general; Production/Logistics/Supply Chain; Organization/Planning; Human Resource Management; Accounting/Auditing; Business Taxation/Tax Law;
• 出版者：Springer Berlin Heidelberg
• ISSN：1861-8928
• 卷排序：86

文摘

At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results.KeywordsBusiness modelBusiness model configurationBusiness model innovationBusiness model transformationQualitative Comparative Analysis (QCA)