Post by account_disabled on Dec 26, 2023 5:54:53 GMT
Tend to be company-specific. However, there may also be industry-wide patterns. When we examine various business model configurations in the Formula 1 racing industry, we find that certain business model configurations are associated with higher performance than others. We conclude that higher-performing business model configurations generally lead to better results because there are complementarities between the two selected business models that can help companies learn faster and further develop key business capabilities.
As companies attempt to diversify their portfolio of business models to achieve higher performance than alternative configurations, they need to match their resources 8 and capabilities 9 with the external opportunities they face. About the authors Paolo Aversa is Associate Professor of Job Function Email List Strategy and Stefan Haefliger is Professor of Strategic Management and Innovation at Cass Business School, City University London. Danielle Giuliana Reza is a former research assistant at Cass and currently a product manager at Samsung Electronics (UK) Ltd. References (23) 1. DJ Teece, “Business Models, Business Strategy and Innovation”, Long Range Planning 43, No. 1. 2-3 (April-June 2010): 172-194; R. Amit and C. Zott, “Value Creation in Electronic Commerce,” Strategic Management Journal.
Markides and D. Oyon, “How to Deal with Disruptive Business Models (When and How to Play Two Games at the Same Time),” MIT Long Management Review, Issue 51, Issue 1. 4 (Summer 2010): 25-32. 2. F. Fréry, X. Lecoq and V. Warnier, "Competing with Common Resources," MIT Sloan Management Review 56, no. 2. 3 (Spring 2015): 69-77. Show all references Acknowledgments This work was supported by the European Commission Marie Curie Initiative (project number 301688 - project abbreviation AJ86RH5GYM - FP7-PEOPLE-2011-IEF) and the UK Engineering and Physical Sciences Research Council (EPSRC) (EP/K039695/1 Building Better) supporting business model). Tags: business model innovation business unit growth strategy long-term strategic.
As companies attempt to diversify their portfolio of business models to achieve higher performance than alternative configurations, they need to match their resources 8 and capabilities 9 with the external opportunities they face. About the authors Paolo Aversa is Associate Professor of Job Function Email List Strategy and Stefan Haefliger is Professor of Strategic Management and Innovation at Cass Business School, City University London. Danielle Giuliana Reza is a former research assistant at Cass and currently a product manager at Samsung Electronics (UK) Ltd. References (23) 1. DJ Teece, “Business Models, Business Strategy and Innovation”, Long Range Planning 43, No. 1. 2-3 (April-June 2010): 172-194; R. Amit and C. Zott, “Value Creation in Electronic Commerce,” Strategic Management Journal.
Markides and D. Oyon, “How to Deal with Disruptive Business Models (When and How to Play Two Games at the Same Time),” MIT Long Management Review, Issue 51, Issue 1. 4 (Summer 2010): 25-32. 2. F. Fréry, X. Lecoq and V. Warnier, "Competing with Common Resources," MIT Sloan Management Review 56, no. 2. 3 (Spring 2015): 69-77. Show all references Acknowledgments This work was supported by the European Commission Marie Curie Initiative (project number 301688 - project abbreviation AJ86RH5GYM - FP7-PEOPLE-2011-IEF) and the UK Engineering and Physical Sciences Research Council (EPSRC) (EP/K039695/1 Building Better) supporting business model). Tags: business model innovation business unit growth strategy long-term strategic.