Understanding new ventures’ business model design in the digital era: An empirical study in China

2019 ◽  
Vol 95 ◽  
pp. 238-251 ◽  
Author(s):  
Chuanpeng Yu ◽  
Zhengang Zhang ◽  
Yang Liu
Keyword(s):  
Empirical Study ◽  
Business Model ◽  
New Ventures ◽  
Model Design ◽  
Digital Era ◽  
Business Model Design

Does entrepreneurial experience always promote novelty-centered business model design in new venture?

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Lingling Wang ◽  
Wenhong Zhao ◽  
Zelong Wei ◽  
Changbao Zhou
Keyword(s):  
Business Model ◽  
New Ventures ◽  
New Venture ◽  
Hierarchical Regression ◽  
Model Design ◽  
Competitive Intensity ◽  
Content Type ◽  
Entrepreneurial Experience ◽  
Negative Effect ◽  
Business Model Design

Purpose This paper aims to explore how intra-industry entrepreneurial experience and failure entrepreneurial experience affect novelty-centered business model design in a new venture. Moreover, the authors also consider whether the contingent value of entrepreneurial experience may differ according to competitive intensity. Design/methodology/approach A survey via questionnaire was conducted with 290 entrepreneurs and top managers from Chinese new ventures that provided the research data. Hierarchical regression analysis was used to test the proposed theoretical hypotheses. Findings The empirical results indicate that intra-industry entrepreneurial experience has an inverted U-shaped effect on novelty-centered business model design, whereas failure entrepreneurial experience has a negative effect on novelty-centered business model design. Furthermore, the authors also find that competitive intensity weakens the inverted U-shaped effect of intra-industry entrepreneurial experience on novelty-centered business model design. Originality/value This study offers new insights into the effects of intra-industry entrepreneurial experience and failure entrepreneurial experience on novelty-centered business model design and provides useful suggestions for new ventures to promote business model design.

Does holistic cognition frame always promote business model design?

2019 ◽  
Vol 13 (4) ◽  
pp. 840-859 ◽  
Author(s):  
Yong Wu ◽  
Linqian Zhang ◽  
Zelong Wei ◽  
Mingjun Hou
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
New Ventures ◽  
Model Design ◽  
Content Type ◽  
Business Model Design ◽  
Established Firms ◽  
The Relationship ◽  
Positive Effect ◽  
Holistic Cognition

Purpose This paper aims to explore the effects of holistic cognition frame on novelty-centered business model design and efficiency-centered business model design. Moreover, the authors consider how these effects differ in new ventures vs established firms. Design/methodology/approach The authors use survey data to testify the hypotheses based on a database of 204 firms in China. Then, regression analysis is used to examine the relationship between holistic cognition frame and business model design. They also explore the contingency effects of new ventures and established firms on the relationships. Findings The authors find that the holistic cognition frame has a positive effect on efficiency-centered business model design, whereas it has an inverse U-shaped effect on novelty-centered business model design. Furthermore, they find that the effects of holistic cognition frame on efficiency-centered business model design and novelty-centered business model design are different in established firms and new ventures. Originality/value This work offers new insights into the effects of holistic cognition frame on business model design and provides useful suggestions for firms to promote business model design.

scholarly journals Business Model Design for Latecomers in Biopharmaceutical Industry: The Case of Korean Firms

2019 ◽  
Vol 11 (18) ◽  
pp. 4881 ◽  
Author(s):  
Changhyeon Song ◽  
Kwangsoo Shin
Keyword(s):  
Empirical Study ◽  
Business Model ◽  
Sustainable Management ◽  
Business Models ◽  
Biopharmaceutical Industry ◽  
Model Design ◽  
Market Expansion ◽  
Different Types ◽  
The Face ◽  
Business Model Design

Given high business risks and interdependency with various organizations in biopharmaceutical industry, business model has become a key element for firms that aim to be more sustainable and profitable. Despite its growing importance, research on the business model design in biopharmaceutical industry is limited. In particular, there is a lack of research dealing with business models or strategies for latecomers. In the face of drastic changes such as market expansion and patent expiration, there has been growing interest in latecomer’s business model in the biopharmaceutical industry. This study identifies different types of business model designs using hierarchical clustering. Based on an empirical study of 313 biopharmaceutical firms in Korea, we find three types of business models: business diversified research firm, non-diversified research firm, and mature firm. We then compare the general characteristics and performances of each cluster. The findings indicate that business diversification of biopharmaceutical firms is beneficial in terms of profit. This implies that the biopharmaceutical firms in latecomer countries such as Korea are recommended to consider business diversification for sustainable management.

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