scholarly journals Rocking the Boat: Proposing a Participatory Business Model for News

2019 ◽  
Author(s):  
Lene Pettersen ◽  
Arne H. Krumsvik
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
User Involvement ◽  
Production Costs ◽  
Media Industry ◽  
Strategic Choices ◽  
Ideal Types ◽  
The Media ◽  
The Many

The digitization of newspapers has opened up new possibilities for user involvement, yet established practices in the media industry hinder news organisations from fully exploiting the many new opportunities that exist in the age of the Internet and social media. In this conceptual and interdisciplinary article, we explain how news actors’ strategic choices for innovation related to citizen collaboration and knowledge creation leads to distinct ideal types for participatory business models for news organisations, which we label the three C’s (citizen reporting, citizen journalism, and citizen media). We contribute to the business model innovation literature by pointing to which specific parts of a business model that news actors need to change in order to cut their production costs, as well as contributing to innovation theory by showing that the three C’s is a continuum of innovational steps. We develop further the donation strategy for user involvement by discussing citizen collaboration in different parts of the journalistic value chain. We conclude that news actors need to rock their boats in order to innovate their business models in line with today's media landscape.

scholarly journals The Role of Social Enterprise Hybrid Business Models in Inclusive Value Chain Development

2021 ◽  
Vol 13 (2) ◽  
pp. 499
Author(s):  
Bob Doherty ◽  
Pichawadee Kittipanya-Ngam
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Social Impact ◽  
Business Models ◽  
Rural Poverty ◽  
Sustainable Business ◽  
Middle Income ◽  
Low Middle Income Countries ◽  
Development Literature ◽  
Hybrid Organisations

This study contributes to the growing interest in hybrid organisations, sustainable business models and inclusive value chain development (IVCD). Recent work has identified that of some 570 million farmers in the world, more than 475 million farmers are smallholders in low-middle-income countries experiencing increasing food insecurity and rural poverty. Research argues that there is a lack of research that provides work on appropriate solutions for smallholders. This paper answers this call by a qualitative study of ten case studies, which draws on hybrid organising, sustainable business model and IVCD research to identify the novel business model characteristics that hybrid organisations use to create and manage more inclusive value chains for smallholders. These hybrid organisations are designed to create a value proposition that delivers sustainability upgrading for smallholders via both product, process and governance upgrades, empowers smallholders to achieve development goals and creates multiple value for social impact. We therefore identify the important characteristics of the hybrid business model to provide appropriate solutions for smallholders and overcome the challenges identified in the inclusive value chain development literature.

The future of the Internet of Things: toward heterarchical ecosystems and service business models

2018 ◽  
Vol 33 (6) ◽  
pp. 749-767 ◽  
Author(s):  
Seppo Leminen ◽  
Mervi Rajahonka ◽  
Mika Westerlund ◽  
Robert Wendelin
Keyword(s):  
Internet Of Things ◽  
Business Model ◽  
Value Chain ◽  
Large Scale ◽  
Business Models ◽  
The Internet ◽  
Content Type ◽  
Industry Collaboration ◽  
New Business ◽  
The Internet Of Things

Purpose This study aims to understand their emergence and types of business models in the Internet of Things (IoT) ecosystems. Design/methodology/approach The paper builds upon a systematic literature review of IoT ecosystems and business models to construct a conceptual framework on IoT business models, and uses qualitative research methods to analyze seven industry cases. Findings The study identifies four types of IoT business models: value chain efficiency, industry collaboration, horizontal market and platform. Moreover, it discusses three evolutionary paths of new business model emergence: opening up the ecosystem for industry collaboration, replicating the solution in multiple services and return to closed ecosystem as technology matures. Research limitations/implications Identifying business models in rapidly evolving fields such as the IoT based on a small number of case studies may result in biased findings compared to large-scale surveys and globally distributed samples. However, it provides more thorough interpretations. Practical implications The study provides a framework for analyzing the types and emergence of IoT business models, and forwards the concept of “value design” as an ecosystem business model. Originality/value This paper identifies four archetypical IoT business models based on a novel framework that is independent of any specific industry, and argues that IoT business models follow an evolutionary path from closed to open, and reversely to closed ecosystems, and the value created in the networks of organizations and things will be shareable value rather than exchange value.

The Ontology of the OSS Business Model

2013 ◽  
pp. 40-58
Author(s):  
Spyridoula Lakka ◽  
Teta Stamati ◽  
Christos Michalakelis ◽  
Dracoulis Martakos
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Value Chain ◽  
Exploratory Study ◽  
Business Models ◽  
Methodological Approach ◽  
Theory Building ◽  
Revenue Model ◽  
Software Business

This study focuses on theory building providing a holistic conceptual framework that consists of an ontology based OSS business model and an OSS business model taxonomy. The study extends existing theory in OSS business models and corresponding taxonomies, based on the structured-case methodological approach. An exploratory study is conducted in two research cycles, for the identification, validation, and evaluation of the critical constructs of an OSS business model. Results reveal that OSS business models differ from traditional software business models, having specific features that affect the software value chain, the infrastructure, and the revenue model of an OSS oriented firm.

Cultural Tourism O2O Business Model Innovation

2020 ◽  
pp. 406-423
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
The Internet ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

scholarly journals Applying a Sustainable Business Model Lens to Mutual Value Creation With Base of the Pyramid Suppliers

2020 ◽  
pp. 000765032097345
Author(s):  
Krzysztof Dembek ◽  
Jodi York
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Single Case ◽  
Base Of The Pyramid ◽  
Sustainable Business ◽  
Value Capture ◽  
Promising Alternative ◽  
Sustainable Business Models ◽  
Multi Stakeholder

Base of the pyramid (BoP) ventures seek to create “mutual value” for themselves and poor communities, but often use business models unadapted for the BoP context, and have been less successful than hoped. Sustainable business models’ (SBMs) multi-stakeholder lens offers a promising alternative path to mutual value, but BoP-based SBM studies are scarce. This single case study explores whether and how SBM characteristics manifest in the business model and value outcomes of Habi, a Manila footwear company successfully creating mutual value with BoP suppliers. We find SBM characteristics underpin Habi’s dual-structure business model (value chain/shop) and success in four ways: viewing profits as a tool for community development resulted in designing both product and business model around community strengths; understanding communities as systems helped Habi address the complexities of poverty; balancing short-term business needs with a long-term, slow-growth approach led to their choice of investors; and implementing community value capture mechanisms ensured enduring community benefit.

scholarly journals Does Ownership Determine Business Model?

2019 ◽  
Vol 11 (11) ◽  
pp. 3136
Author(s):  
Li Zhang ◽  
Yingqi Liu ◽  
Ari Kokko
Keyword(s):  
Business Model ◽  
Competitive Strategy ◽  
Qualitative Methodology ◽  
Business Models ◽  
Decisive Role ◽  
Strategic Choices ◽  
External Relations ◽  
New Energy ◽  
New Energy Vehicle ◽  
Historical Resources

The development of a new energy vehicle industry is considered a sustainable approach to solving the global energy crisis and the problem of environmental pollution. The sales of new energy vehicles in China are the highest in the world, and China’s new energy vehicle enterprises have played an important role in this. The business model, as a method for enterprises to achieve their strategic goals, utilizes resource advantages to deliver value to consumers, and is affected by enterprises’ ownership, competitive strategy, and resources. Based on the resource-based view (RBV) theory, the article uses a mixed quantitative and qualitative methodology, selects 30 vehicle enterprises from the mainstream market, and takes product value, suppliers, dealers and external relations, research capabilities, shareholders, and profitability as potential explanatory elements to analyze business model differentiation between different ownership categories. The article explores the reasons for the differences in business models between different ownership classes through case studies and data comparisons. It examines the characteristics and types of business model based on resources and competitive strategy. This study suggests that the ownership of enterprises plays a decisive role in strategic choices and resource acquisition and has a differential impact on the business model in resources and revenue dimensions. A business model represents the result of the interaction between competitive strategy and historical resources, which in turn demonstrates that ownership determines business model.

Cultural Tourism O2O Business Model Innovation-A Case Study of CTrip

2016 ◽  
Vol 14 (2) ◽  
pp. 16-31 ◽  
Author(s):  
Chao Lu ◽  
Sijing Liu
Keyword(s):  
Business Model ◽  
Value Chain ◽  
Business Models ◽  
Business Model Innovation ◽  
Utilization Efficiency ◽  
Enterprise Value ◽  
Model Research ◽  
The Social ◽  
Tourism Enterprises

It is absolutely not an accidental phenomenon that the development of Internet overlaps with boom of business model research. The emergence of the Internet has greatly promoted the development and study of business models. This paper focuses on exploration of O2O business model innovation by analyzing the main types, evolution and driving factors of Chinese Internet business model, taking Ctrip as the example. From the social prospective, O2O business model improves value and feeling of the customer experience as well as the operational efficiency of the enterprise value chain and utilization efficiency of social resources. This paper has also put forward what Ctrip can enlighten the development of tourism enterprises.

Beyond Digital

2020 ◽  
Keyword(s):  
Business Models ◽  
Economic Research ◽  
Media Industry ◽  
Media Economics ◽  
Academic Field ◽  
Technological Developments ◽  
The Media ◽  
Block Chain ◽  
Almost All ◽  
Further Development

In recent years, digitisation has significantly changed the media industry. Today, digital business models are at home in almost all forms of the media. But what will come next? Will new technological developments in the field of AI or block chain, for example, have an impact? And above all: Where does media economic research go from the debate about business models? Are these developments happening so fast that we hardly have time to develop real (new) theories? This volume seeks answers to these pressing questions. The further development of media economics as an academic field will depend on whether and how this is achieved. With contributions by Harald Rau; Daniela Marzavan & Anke Trommershausen; Henriette Heidbrink; Tassilo Pellegrini & Michael Litschka; Britta M. Gossel, Andreas Will & Julian Windscheid, Christian Zabel, Sven Pagel, Verena Telkmann & Alexander Rossner; Sibylle Kunz, Sven Pagel & Svenja Hagenhoff; Jonas D. Bodenhöfer, Christopher Buschow & Carsten Winter and Jörg Müller-Lietzkow.

How do Open Source software companies respond to institutional pressures? A business model perspective

2017 ◽  
Vol 30 (4) ◽  
pp. 534-554
Author(s):  
Khaireddine Mouakhar ◽  
Albéric Tellier
Keyword(s):  
Open Source ◽  
Business Model ◽  
Open Source Software ◽  
Business Models ◽  
Institutional Environment ◽  
Institutional Pressures ◽  
Strategic Choices ◽  
Content Type ◽  
Software Companies ◽  
Key Resources

Purpose Open Source software companies (OSSCs) are confronted with institutional pressures from Open Source software (OSS) communities. They must find an acceptable balance between the expectations of these communities and their own business model. However, there are still few studies that try to analyse the OSSC business models. The purpose of this paper is to highlight OSSC typical business models by using rich empirical data. Design/methodology/approach The methodology is based on a combination of quantitative analysis of a sample of 66 OSSCs and qualitative analysis of three typical situations resulting from that sample. Findings The quantitative study enables the authors to highlight three typical business models. The in-depth study of three typical cases enables the authors to specify these OSSC business models. The authors can distinguish four key dimensions: the relationship developed with the OSS communities, the strategic manoeuvres made, the key resources and competitive positioning. Research limitations/implications The results indicate that it is possible for firms to accommodate both profit and non-profit logics using different strategic manoeuvres to position themselves with regard to the Open Source institutional environment. Such accommodation requires the development of key resources and the adoption of suitable competitive positioning. Practical implications This study allows the authors to highlight two main practical contributions for OSSCs’ directors. First, the different manoeuvres identified may help them to ensure coherence between their strategic choices and the business model chosen. Second, the results can help OSSC founders identify value creation mechanisms more clearly by analysing four key variables. Originality/value This paper provides new insight about OSSCs business models. It aggregates four dimensions that provide a more “fine-grained” analysis of business models, while other studies often emphasise one dimension (usually the regime of appropriability).

scholarly journals Spasialisasi Dan Praktik Konglomerasi Media Kelompok Kompas Gramedia

2014 ◽  
Vol 2 (3) ◽  
pp. 140
Author(s):  
Rahmawati Zulfiningrum
Keyword(s):  
Value Chain ◽  
Low Cost ◽  
Media Industry ◽  
Analysis Model ◽  
Or Efficiency ◽  
Interactive Analysis ◽  
Space And Time ◽  
Library Research ◽  
The Media ◽  
Spirit Of Capitalism

This study aims to determine the spatialization and practices of media conglomeration by Kompas Gramedia group. This type of research is descriptive qualitative. In this research, data collection techniques used in-depth interviews, library research, and documentation. This study uses a technique Interactive Analysis Model Miles and Huberman. Spatialization as a process for overcoming space and time, map out the extent to which the media were able to present their products to the front of the reader, viewer, or consumers with the limits of space and time. The results indicate that the practice of spatialization conducted by Kompas Gramedia Group is to follow the model of industrial economy. It is characterized by the abundance of media and accelerate the results to get a low cost for the production or efficiency. This indicates the growth spirit of capitalism in the media industry. The media industry, which was built in the spirit of capitalism would produce media messages or product oriented capital increase. The conglomeration of media make the media do their efficiency is reflected in the value chain of media products. As the result, media also could not avoid about the content that will be the same. With equalizer for the content of these media, people in the audience do not have the freedom to select appropriate media content as what they want.

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