Business model as a description of the activity of a real commercial organization

Denisov I.V.1, Petrenko E.S.1, Belik E.B.1
1 Российский экономический университет имени Г.В. Плеханова, Russia

Journal paper

Journal of Economics, Entrepreneurship and Law (РИНЦ, ВАК)
опубликовать статью | оформить подписку

Volume 9, Number 4 (October-December 2019)

Citation:

Indexed in Russian Science Citation Index: https://elibrary.ru/item.asp?id=42471358
Cited: 8 by 07.12.2023

Abstract:
In the article, the business model is considered from the point of view of one of the possible interpretations, namely as a characteristic or description of the firm. This approach allows us to say that the result of the company's activity is the creation of value, as well as to identify sources of a created new value. In addition, such a view allows us to describe the relationship between the use of innovative business models and the creation or obtaining of competitive advantages by companies, as well as to describe the quantitative relationship between the business model and the competitiveness of the company based on economic indicators. Special attention was paid to competition between several business models and the results of their application. Both positive and negative examples of combining the two business models are given. Finally, the views of various foreign researchers on the definition of the business model within the description of the company's activities are given in chronological order.

Keywords: business model, innovation, value added, competitiveness

JEL-classification: M11, M21, M29

References:

Al-Debei Mutaz M., David Avison (2011). Business model requirements and challenges in the mobile telecommunication sector Journal of Organisational Transformation & Social Change. 8 (2). 215-235.
Amit R., Christoph Zott (2001). Value creation in e‐business Strategic management journal. 22 (6-7). 493-520.
Aspara Jaakko, Joel Hietanen, Henrikki Tikkanen (2010). Business model innovation vs replication: financial performance implications of strategic emphases Journal of Strategic Marketing. 18 (1). 39-56.
Birkinshaw J., Jules Goddard (2009). What is your management model? MIT Sloan Management Review. 50 (2). 81.
Bocken N.M.P., Padmakshi Rana, Short S.W. (2015). Value mapping for sustainable business thinking Journal of Industrial and Production Engineering. 32 (1). 67-81.
Brea‐Solís Humberto, Ramon Casadesus‐Masanell, Emili Grifell‐Tatjé (2015). Business Model Evaluation: Quantifying W almart's Sources of Advantage Strategic Entrepreneurship Journal. 9 (1). 12-33.
Casadesus-Masanell Ramon, Joan Enric Ricart (2010). From strategy to business models and onto tactics Long range planning. 43 (2-3). 195-215.
Casadesus‐Masanell Ramon, Feng Zhu (2013). Business model innovation and competitive imitation: The case of sponsor‐based business models Strategic management journal. 34 (4). 464-482.
Denisov I.V., Bobkov A.L., Kuchmaeva O.V. (2017). Razvitie organizatsionnoy struktury predpriyatiy roznichnoy torgovli (na primere Cheshskoy Respubliki) [Developing organization structure of retail enterprises (on the example of the Czech Republic)]. Statistika i Ekonomika. (3). 31-40. (in Russian). doi: 10.21686/2500-3925-2017-3-31-40 .
Hienerth Christoph, Peter Keinz, Christopher Lettl (2011). Exploring the nature and implementation process of user-centric business models Long Range Planning. 44 (5-6). 344-374.
Jones Gardner M. (1960). Educators, electrons, and business models: A problem in synthesis Accounting Review. 35 (4). 619.
Kim Soo Min, et al. (2015). Synthesis of large-area multilayer hexagonal boron nitride for high material performance Nature communications. 6 (8662). 447.
Konczal Edward F. (1975). Models are for managers, not mathematicians Journal of Systems Management. 26 (165). 12-15.
Lund Nielsen (2014). End-of-pipe single-sludge denitrification in pilot-scale recirculating aquaculture systems Aquacultural engineering. 62 28-35.
Markides Constantinos C. (2013). Business model innovation: what can the ambidexterity literature teach us? Academy of Management Perspectives. 27 (4). 313-323.
Martins Luis L., Violina P. Rindova, Bruce E. Greenbaum (2015). Unlocking the hidden value of concepts: a cognitive approach to business model innovation Strategic Entrepreneurship Journal. 9 (1). 99-117.
Massa Lorenzo, Christopher L. Tucci, Allan Afuah (2017). A critical assessment of business model research Academy of Management Annals. 11 (1). 73-104.
McGuire Joseph W. (1965). How much freedom does business REALLY want? Business Horizons. 8 (2). 73-78.
Pateli Adamantia G., George M. Giaglis (2004). A research framework for analysing eBusiness models European journal of information systems. 13 (4). 302-314.
Petrenko E.S., Viter K.A., Stolyarov N.O. (2019). Komparativnyy analiz mentalnyh modeley vospriyatiya sotsialnogo predprinimatelstva v Rossii i Kazakhstane [Comparative analysis of mental models of perception of social entrepreneurship in Russia and Kazakhstan]. Journal of International Economic Affairs. 9 (1). 107-122. (in Russian). doi: 10.18334/eo.9.1.40501 .
Roome Nigel, Céline Louche (2016). Journeying toward business models for sustainability: A conceptual model found inside the black box of organisational transformation Organization & Environment. 29 (1). 11-35.
Sinfield J.V., et al. (2012). How to identify new business models MIT Sloan Management Review. 53 (2). 85-90.
Velu Chander, Philip Stiles (2013). Managing decision-making and cannibalization for parallel business models Long Range Planning. 46 (6). 443-458.

Страница обновлена: 07.04.2025 в 21:20:02