Collaborative business models: Aligning and operationalizing alliances

It is not unusual for companies to generate substantial revenue through alliances. However, alliance failure rates are high, leaving much revenue at risk and value unrealized. The big challenge facing managers is to align company interests with alliance interests. Such alignment can only be achieved when executives pay considerable attention to building the right collaborative business model. In this article, we synthesize the insights of the existing literature to arrive at three collaborative business models—sharing, specialization, and allocation—that managers can use to address the specific requirements of their alliances. Because the literature provides limited insight regarding how to operationalize these models, we highlight what managers need to focus on when operationalizing each of these models. We find that the choice for an overall business model is relatively straightforward in most cases but that operationalization of business models requires more complex combinations of management techniques. Finally, we show how the three collaborative business models can be combined to build hybrid models.     

Business model innovations in China: A focus on value propositions

Prior studies that examine business model innovations lack consideration on how value propositions are best developed in specific contexts or how restructuring other components can deliver on value propositions. This article first identifies three types of Chinese consumption behaviors—imitation-based “good-enough” consumption, renqing consumption, and face consumption—and their corresponding value propositions based on value-hierarchy theory. We then look at Chinese companies that illustrate how business model innovations that focus on the targeted value propositions are initiated, formulated, and implemented. In particular, we identify four types of business model innovations: imitation-based “good-enough” business models, renqing business models, face business models, and hybrid business models. We conclude with practical implications for conducting and implementing business model innovations in China.     

Risk,uncertainty, and heuristics

Nearly a century ago, Frank Knight famously distinguished between risk and uncertainty with respect to the nature of decisions made in a business enterprise. He associated generating economic profit with making entrepreneurial decisions in the face of fundamental uncertainties. This uncertainty is complex because it cannot be reliably hedged unless it is reducible to risk. In making sense of uncertainty, the mathematics of probability that is used for risk calculations may lose relevance. Fast-and-frugal heuristics, on the other hand, provide robust strategies that can perform well under uncertainty. The present paper describes the structure and nature of such heuristics and provides conditions under which each class of heuristics performs successfully. Dealing with uncertainty requires knowledge but not necessarily an exhaustive use of information. In many business situations, effective heuristic decision-making deliberately ignores information and hence uses fewer resources. In an uncertain world, less often proves to be more.     

Value co-creation in web-based multisided platforms: A conceptual framework and implications for business model design

The internet is fertile ground for multisided platforms that articulate the production of goods or the execution of services between third parties, thus relying on value co-creation as their core business model mechanism. However, an understanding of co-creation that underlies dynamics and implications for business model design and innovation is still dispersed and fragmented along a number of literature streams. This article aims to provide an understanding of the value co-creation process in web-based multisided platforms. A conceptual framework is proposed based on the combination of an analysis of a comprehensive systematic literature review, interviews with academics and entrepreneurs, and an analysis of secondary data on representative cases of multisided business models based on value co-creation. We offer a model of value co-creation in multisided platforms and advance a number of propositions regarding value dynamics, including the role of the focal firm in defining and maintaining value creation, propositions, and capture structures with consequences to monetization schemes and actors’ contributions and motivations for value co-creation. This article contributes to the understanding of the co-creation phenomenon, especially in multiple actor interaction regimes, and raises a number of suggestions for future research.     

Making Location Decision Based on Regional Industrial Capabilities: A Case of a Distributor

This article presents a structured process to make facility location decisions based on regional industrial capabilities. It presents a framework for collecting business intelligence on major cities of the region of interest. In the next step, the collected business intelligence is incorporated into a quantitative decision analysis model for facility location. While the proposed framework is generic and builds on the existing international business and supply chain management literature, the article mainly focuses on the facility location problem of a distribution firm that is not well represented in the literature. Two cases—one each for new and established distributors who are trying to sell to the Mexican market—are presented in the article.     

Transforming under deep uncertainty: A strategic perspective on risk management

Companies increasingly face the need for transformation in today’s rapidly changing business environment, characterized by major shifts in technology, regulation, and customer behavior. A lack of strategic risk insight and foresight leaves many incumbents insufficiently prepared in the face of such deep uncertainty. We argue that traditional risk management falls short because it predominantly focuses on strategy execution while leaving strategy formulation largely untouched. Moreover, an administrative-heavy risk management process can create strategic inertia and a misleading sense of control. In today’s dynamic business context, companies must not only increase the speed and impact of their strategy execution but also continuously explore the development of new strategies in response to disruptive events or emerging opportunities. Our research shows how leading companies develop a strategic risk management (SRM) capability to increase their resilience and agility in response to deep uncertainty. SRM takes a strategic, forward-looking perspective and focuses on strengthening processes, people, and practices for purposefully integrating risk into the strategy formulation process. This article offers a framework with three proven configurations of content and timing integration, risk management roles, and leading practices that enable effective SRM.     

Innovative and sustainable business models in the fashion industry: Entrepreneurial drivers,opportunities, and challenges

New and existing companies are looking for ways to thrive in a competitive environment with innovative business models while respecting society and avoiding actions that harm the planet. Trends such as circular economy, fair trade, lowsumerism, and sharing economy are some of the many emerging entrepreneurial approaches that address this issue, but there is still a gap between what theory argues and the levels of environmental and social sustainability realized when theory is put into practice. In fact, most research on the topic of sustainable business models is still exploratory and does not fully acknowledge these emerging approaches, whose definitions, boundaries, and defining characteristics are still somewhat vague. This study seeks to contribute to the understanding of the inner entrepreneurial dynamics of innovative sustainable business models. In particular, we focus on the fashion business, a resource-intensive industry in which opportunities to reduce environmental impacts and to innovate business models abound. The aim of our research is to investigate innovative business models in the fashion industry that have sustainability as their defining characteristic, especially in terms of value proposition. In order to do that, we combine a systematic review of the literature with empirical research comprised of six interviews with specialists in sustainability, business model innovation, and the fashion industry, along with eight case studies on innovative fashion startups we define as ‘born sustainable.’ As a result, we propose a synthesizing framework that discloses trends and drivers of innovative and sustainable business models in the fashion industry. We also highlight opportunities and challenges for researchers and entrepreneurs interested in this topic.     

Implementing new business models: What challenges lie ahead?

What strategic choices do business leaders make when implementing new business models? This study tries to answer this question by analyzing the development of several business model innovations that were new to the industry. We find that business model innovators face four strategic trade-offs and accompanying tensions during the implementation of their business model innovation process: (1) the level of independence granted to the developer (independence vs. dependence), (2) the degree to which the roadmap is planned in advance (discovery vs. planned execution), (3) the degree to which the value proposition challenges the status quo (challenging vs. maintaining status quo), and (4) the rigor to which business model innovators preserve the logic of the initial value proposition (solid vs. fluid logic). Our in-depth analysis reveals that business model innovators make pragmatic decisions that may deviate from the guidelines offered by existing literature, and we offer insights into the drivers behind these decisions.     

Wellness in business education: The convergence of theory,practice, and lifestyle

The authors provide an initial integrative framework for understanding the large, diverse, and growing domain of wellness literature related to business education. The terminology, research, and typical outcome measures of three key perspectives—individual, organizational, and societal—are presented. In addition, current applications of wellness concepts in business education programs and courses are reviewed. The foundation and guidance needed for understanding the importance of and structure for teaching and researching wellness in business education are provided, as are specific conclusions and recommendations for the development of the field.     

International strategy and business groups: A review and future research agenda

Motivated by the growth and internationalization of business groups, this paper reviews the business group literature and presents a future research agenda, highlighting their implications for international strategy. The paper identifies theoretical tensions and empirical ambiguities around three key business group features—corporate governance, internal markets, and corporate strategy—and three key outcome variables—performance, economic impact, and innovation—that have generated significant debate. We conclude with three methodological concerns relevant to these debates: generalizing business group research across countries, endogeneity in business group research, and performance measurement in business groups.     

Critical assumption planning: A practical tool for managing business development risk

Although much has been written about the practice of new business development, the authors continue to find corporate managers and entrepreneurs repeating the same mistakes and often reaching the conclusion that venturing in the corporate environment won't work. The problem stems from a mental model about how business should be managed and managers' performance assessed. Corporate managers of existing businesses are judged against meeting plan. In growing new businesses, however, strict adherence to “the plan” can lead to business failure. To manage business development risk, venture managers must learn to deal with uncertainty. Whereas managers of mature businesses practice the ethic of predictability, venture managers must follow a learning ethic.Working with Fortune 100 corporations, the authors have evolved a practical, disciplined process for business development risk management that focuses on learning. Titled critical assumption planning (CAP), the process maximizes learning about new markets at lowest cost. Major uncertainties in the business proposition are isolated as critical planning assumptions. Critical assumptions in the plan are then tested. The test sequence is determined by the potential reduction of uncertainty per dollar of test cost. Assessment of the assumption test results marks a milestone. At each milestone the business plan is revised to reflect what has been learned, and the venture is redirected or terminated. This process avoids the wasted effort and expense of pursuing the original plan until commercial failure becomes obvious.The key steps in this learning process are identification of critical assumptions and cost-effective testing of assumptions. Because these steps are unfamiliar to most corporate managers, effective use requires a new perspective and new planning tools. The study explains this perspective and introduces new tools for employing the process. Following are some planning innovations that have been effective in changing perspective and that also are of practical use:

1. 1. Differentiation between primary and derivative assumptions with focus on extracting and understanding the primary assumptions.

2. 2. Early construction of a model of the business plan that allows calculation of the impact of primary assumptions such as price or sales productivity factors on derivative assumptions such as revenues and income.

3. 3. Assignment of uncertainty ranges to the primary assumption values, not just the most likely values.

4. 4. Identification of the critical planning assumptions by determining the impact of their uncertainty ranges on venture net present value.

5. 5. Selection of the next venture milestone based on the test program that results in maximum reduction of uncertainty at least cost in least time for the most critical assumption(s).

Using CAP, managers can control risk despite the many uncertainties surrounding a new business proposition. Above all, decisions to stop or redirect ventures can be taken earlier, saving the corporation money and venture managers their career credibility.     

Labor,Risk, and Uncertainty in Global Supply Networks—Exploratory Insights

Arising from widespread outsourcing and, in particular, offshoring, goods and services are increasingly provided by supply networks that rely on global logistic systems. While the risks and uncertainties involved in this strategy have been widely acknowledged in the literature on interorganizational networks and supply chain management, labor conditions and labor relations—and related human resource management issues—have thus far been neglected. Starting from a perspective that takes into consideration that global supply networks are not only confronted with calculable risks but also genuine uncertainties, we explore the conditions under which labor may constitute a source as well as a means for dealing with risk and uncertainty. The study is based on a review of the relevant interorganizational network and supply chain management literature and is informed by an investigation of International Framework Agreements (IFAs) in 10 European corporations and their supply networks. IFAs—in addition to unilateral codes of conduct—could be used to detect and cope with labor‐related risk and uncertainties. However, our findings reveal that this is not the case. This leads to some tentative theoretical conclusions and implications for dealing with risk and uncertainty in global supply networks.     

Leadership in the promotion of peace: Interviews with the 2015 Business for Peace honorees

Ethical leadership can lead to many positive organizational outcomes. Previous studies have shown a correlation between ethical conduct and profitability; in addition, firms that have high ethical standards have fewer legal issues. The existing ethical leadership literature assumes a stable external environment. The business and peace literature, on the other hand, assumes instability but has thus far largely ignored the role of leadership within companies as a possible driver of peacebuilding activities. The practitioner community has already begun to recognize that leaders of organizations are the key drivers of change in the peacebuilding context. The Business for Peace Foundation, the foremost organization in the practitioner community, gives its annual award to business leaders who promote peace within their organizations and communities. These Business for Peace honorees represent the ‘ethical leadership’ qualities of peace promotion, without reference to academic theories in either area. We conducted semi-structured interviews with the 2015 Business for Peace honorees and combined those with their public speeches at the Business for Peace events to examine what role these business and peace leaders saw between ethical leadership and peace promotion. Unlike the academic research that suggests only a theoretical and sometimes a direct but tangential connection to peacebuilding, the honorees highlight the direct and visible connection of ethical leadership to peace in unstable environments. We begin by describing the relevant business for peace and ethical leadership literatures. Then we highlight the significant aspects of the interviews and speeches and relate these to the prevailing theories of both business and peace and ethical leadership. Our findings suggest that ethical leadership may be an important missing link within the business and peace literature as an avenue for peace promotion, and that the leadership literature may be ignoring an important positive impact of ethical leadership.     

Wand and Weber’s Decomposition Model in the Context of Business Process Modeling

Whereas the benefits of decomposing process models are obvious, the question what actually characterizes a ??good?? decomposition of a business process model has been given little attention to date. In addition, the process of decomposition itself is considered as being an ??art?? in literature. Our approach for achieving a ??good?? decomposition is Wand and Weber??s decomposition model for information systems. As a first step in our investigation we aim to explore in how far the decomposition model can be adapted for business process modeling at all. The potential this model might bear for evaluating decompositions of process models has been promoted in literature quite often, while a corresponding investigation is still missing. We address this gap by the following research. In the long term, we intend to establish guidelines for decomposing business process models in a structured way.     

The power of business models

Over the past few years, “business models” have surged into the management vocabulary. But, while it has become quite fashionable to discuss business models, there is still much confusion about what business models are and how they can be used. In fact, business models can serve a positive and powerful role in corporate management. While other authors have recently offered definitions of “business model,” none appear to be generally accepted. This lack of consensus may in part be attributed to interest in the concept from a wide range of disciplines, all of which have found a connection to the term. To help managers better understand business models, this paper reviews the extant literature and identifies and classifies the components of business models cited therein. Components were classified into four primary categories: strategic choices, the value network, creating value, and capturing value. To address the absence of a generally accepted definition of a business model, a new definition that integrates and synthesizes the earlier work is offered. Based on the proposed definition, business models are then contrasted with strategy. Four problems associated with business models are also discussed.     

基于产业链整合的移动支付商业模式的构建与创新

随着移动支付技术的快速发展和应用范围的不断扩大,我国移动支付产业也进入到培育商业模式的关键时期。由于移动支付产业链的复杂性和多样性,运营模式尚不统一。本文提出,应当构建起银行、运营商、第三方支付机构三方结盟的模式,从而多方共赢。     

Business model innovation: How the international retailers rebuild their core business logic in a new host country

Although research into the business model has received increasing attention, few studies have so far been conducted on business model innovation in an international context. The purpose of the study is to identify different patterns of business model innovation which enables international retailers to rebuild their core business logic in new host countries. On the basis of comparing and contrasting the business model changes of 15 international retailers from various home countries to one single host country (China), our study provides an in-depth understanding of business model innovation in the context of international business. By looking at the firms’ capabilities in rebuilding their core logic in the setting of a host country, we reveal six routes of retail business model innovation. Utilizing the lens of organizational learning theory and internationalization, we identify three patterns of resource deployment by international companies in the process of developing business model innovations. Our study, therefore, provides insights and guidance for multinational companies in general, international retailers in particular, as for how to successfully adapt their business model from home country to host country.     

The Internet of Things and new business opportunities

Since the Internet of Things (IoT) is an emerging phenomenon, there is a lack of holistic understanding of what IoT is and what business opportunities it can offer for entrepreneurs and existing companies. This article has three main parts. First, it introduces IoT as a broad, socio-technical phenomenon. As a part of this goal, the article covers various elements within the technological, physical, and socioeconomic environments that comprise IoT. Second, this article proposes two approaches for creating new business models using IoT: a sustaining approach and a disruptive approach. The article concludes with a brief reflection on the extent to which the future of IoT can be predicted. This discussion brings up the limitations of the approach for creating new business models outlined in this article and provides guidelines on how this approach should be used. The ultimate goal of this article is to stimulate thinking, creativity, and entrepreneurship in relation to the IoT.     

The rising tide of artificial intelligence and business automation: Developing an ethical framework

Recent advancements in robotics, artificial intelligence, machine learning, and sensors now enable machines to automate activities that once seemed safe from disruption—including tasks that rely on higher-level thinking, learning, tacit judgment, emotion sensing, and even disease detection. Despite these advancements, the ethical issues of business automation and artificial intelligence—and who will be affected and how—are less understood. In this article, we clarify and assess the cultural and ethical implications of business automation for stakeholders ranging from laborers to nations. We define business automation and introduce a novel framework that integrates stakeholder theory and social contracts theory. By integrating these theoretical models, our framework identifies the ethical implications of business automation, highlights best practices, offers recommendations, and uncovers areas for future research. Our discussion invites firms, policymakers, and researchers to consider the ethical implications of business automation and artificial intelligence when approaching these burgeoning and potentially disruptive business practices.     

Changing the game to compete: Innovations in the fashion retail industry from the disruptive business model

Unprecedented competition and emergent technologies have posed a challenge to many traditional retailers in recent years. Yet within this competitive environment, emerging innovative business models have thrived and successfully disrupted the industry. We analyze the nature of disruptive business-model innovations and the ways they disrupt the fashion retail industry. To that end, we examine three disruptors in the industry: born-digital brands, AI-enabled demand forecasting and product design, and collaborative consumption. After introducing the concept of disruptive business-model innovation, we discuss the three disruptors’ effects on the fashion industry. We find that all of these models keenly answer fundamental needs unmet by current business models, such as offering quality products at a competitive price, curated services, and sustainable consumption. At the same time, all three disruptors suggest effective operation models for handling demand uncertainty, inventory management, and timely responses to the market, all of which are inherent issues for current push supply chains and forecast-based, inventory-driven systems. Based on this analysis, we discuss important implications for both academics and industry practitioners.