Call for Papers
How does the idea of the Business Model influence our understanding of organizations, their dynamics and their
interactions with their environment? Using the definition of Teece (2010) that a business model is the 'way in which the business
enterprise delivers value to customers, entices customers to pay for value, and converts those payments to profit', this track
invites contributions that continue the on-going conversations about business models including the emergence of new business
models, such those developed by social businesses.
We invite carefully crafted papers that can be conceptual or empirical that address the Business Model theme and link it to a better understanding of organizational issues and the understanding of organizations. The topics noted below are suggestive and not complete.
- How do Business Models act as a classificatory device? Few have probed the intellectual basis of the Classifications that are used: is the classification taxonomic or typographical; is it more relevant at the cognitive level or at the economic level; and what does the classification do for our understanding of organizations, their histories and their future trajectories (Baden-Fuller & Morgan, 2010)?
- What is the role of the Business Model as a Metaphor that focuses attention and gives rise to a better understanding of issues such as Strategy (Zott et al., 2011); Value Capture mechanisms and their relationships with Value Creation (Teece, 2010), and Value Chains (Zott & Amit, 2008)? How does the concept of the Business Model shape our conceptions of industry boundaries and industry evolution?
- How do Business Models act as Recipes that assist firms in thinking about how they can act? How can they be incorporated into stories of organizations (Doganova & Eyquem-Renault, 2009; Sabatier et al., 2010). In this conception, Business Models are not straightjackets; they rather evolve over time as they are enacted by firms. According to Morrison and Morgan (1999), models have value if they are manipulatable but our understanding of the possibilities and limitations of manipulating Business Models is still emerging (e.g. Bozeman et al., 2007).
- How does a perspective on Business Model innovation improve our understanding of Social Enterprises? Such businesses are socioeconomic hybrid organizations that combine market and social welfare logics: they pursue a social mission but rely on commercial activities to generate revenue and sustain their operations (Battilana & Dorado, 2010; Tracey et al., 2010).
Baden-Fuller, Charles & Mary Morgan (2010): 'Business models as models.' Long Range Planning, 43 (2-3), 156–171.
Battilana, Julia & Silvia Dorado (2010): 'Building sustainable hybrid organizations: the case of commercial microfinance organizations.' Academy of Management Journal, 53, 1419–1440.
Bozeman, Barry, Philippe Laredo & Vincent Mangematin (2007): 'Understanding the emergence and deployment of "nano" S&T.' Research Policy, 36 (6), 807–812.
Doganova, Liliana & Marie Eyquem-Renault (2009): 'What do business models do? Innovation devices in technology entrepreneurship.' Research Policy, 38 (10), 1559–1570.
Morgan, Mary & Margaret Morrison (1999): 'Models as mediators.' In: M. Morgan & M. Morrison (eds.): Models as Mediators. Cambridge, UK: Cambridge University Press.
Sabatier, Valérie, Vincent Mangematin & Tristan Rousselle (2010): 'From recipe to dinner: business model portfolio in the European biopharmaceutical industry.' Long Range Planning, 43 (2), 431–447.
Teece, David (2010): 'Business models, business strategy and innovation.' Long Range Planning, 43, 172–194.
Tracey, Paul, Nelson Phillips & Owne Jarvis (2010): 'Bridging institutional entrepreneurship and the creation of new organizational forms: a multilevel model.' Organization Science, orsc.1090.0522
Zott, Christoph & Raphael Amit (2008): 'The fit between product market strategy and business model: implications for firm performance.' Strategic Management Journal, 29, 1–26.
Zott, Christoph, Raphael Amit & Lorenzo Massa (2011): 'The business model: recent developments and future research.' Journal of Management, 37, 1019–1042.