Citation Context

...ness environment with the aid of a business model analysis framework, such as those proposed by many researchers in the field (Gordijn et al., 2001; Weill & Vitale, 2001; Osterwalder & Pigneur, 2002; =-=Hamel, 2000-=-; Pateli and Giaglis, 2003). The final outcome is a business model construct that can be used for understanding the key elements and mechanism in a specific business domain and their relationships, co...

Citation Context

...sed methodology includes depicting the current business environment with the aid of a business model analysis framework, such as those proposed by many researchers in the field (Gordijn et al., 2001; =-=Weill & Vitale, 2001-=-; Osterwalder & Pigneur, 2002; Hamel, 2000; Pateli and Giaglis, 2003). The final outcome is a business model construct that can be used for understanding the key elements and mechanism in a specific b...

Citation Context

...es depicting the current business environment with the aid of a business model analysis framework, such as those proposed by many researchers in the field (Gordijn et al., 2001; Weill & Vitale, 2001; =-=Osterwalder & Pigneur, 2002-=-; Hamel, 2000; Pateli and Giaglis, 2003). The final outcome is a business model construct that can be used for understanding the key elements and mechanism in a specific business domain and their rela...

Citation Context

...and organization (the value chain), resources-base (resources) and the source of resources and production input (factor markets) as well as the process by which a business model evolves (management) (=-=Hedman and Kalling, 2003-=-). Table 7 outlines the factors, grouped under the three strategic perspectives, used to guide the decision on the favourable conditions under which each of the business models developed is more likel...

Citation Context

... three primary types of effects on a firm performance. These include strategy, industry, and firm-asset or resource-based aspects. This three-dimensional framework, being tested using empirical data (=-=Spanos and Lioukas, 2001-=-), results in supporting arguments that consider both external (industryrelated) and internal (firm-specific) influences as significant determinants of performance (Henderson and Mitchell, 1997). Also...

Citation Context

...nies are faced with the challenge of business model change. However, creating a radically new business model is a high-risk strategy, as the probability of getting it right is acknowledged to be low (=-=Kalakota and Robinson, 2001-=-). Companies will typically choose to focus on an improvement strategy that is less risky and extends or renews existing strategy and business model. Even in the case of business model evolution howev...

Citation Context

... product and service lines. They take a company to a totally new business model. Table 1. Different Types of Change Models (Linder & Cantrell, 2001) In 2001, the Evolaris eBusiness Competence Centre (=-=Petrovic et al., 2001-=-) started developing a methodology for changing business models that was based on the three learning stages of Senge and Sterman (1994), as well as a number of system theories, such as System Dynamics...

Citation Context

...contracting partnerships with third parties for providing the mobile exhibition guide in comparison with the costs incurred in case of internal development of the required capabilities and resources (=-=Li & Whalley, 2002-=-). � Legal Profile of Organisers. It defines whether the market of organisers is dominated by private companies or public organizations. Such a factor is declarative of the organisers’ motivation and ...

Citation Context

...ical data (Spanos and Lioukas, 2001), results in supporting arguments that consider both external (industryrelated) and internal (firm-specific) influences as significant determinants of performance (=-=Henderson and Mitchell, 1997-=-). Also recently, a close correlation of the literature that addresses business models with the traditional strategy theory has been identified. This literature concerns integrating the three aforemen...

Citation Context

...become critical factors in the m-business value chain. Those companies with the ability to create business-to-business relationships without conflicts of interest are the ones most likely to succeed (=-=Paavilainen, 2002-=-). A valid and useful mbusiness model must explicitly account for the need of partnership that will characterize the sector and provide the best possible answers to questions regarding the type of val...

Citation Context

...tches its operating model to include new markets, value chain functions, and product and service lines. They take a company to a totally new business model. Table 1. Different Types of Change Models (=-=Linder & Cantrell, 2001-=-) In 2001, the Evolaris eBusiness Competence Centre (Petrovic et al., 2001) started developing a methodology for changing business models that was based on the three learning stages of Senge and Sterm...

Citation Context

...work on synthesising existing literature, the proposed research methodology combines the following features: a) It is based on the 3 phases model followed by the Evolaris eBusiness Competence Centre (=-=Auer and Follack, 2002-=-; Petrovic et al., 2001), b) It addresses renewal and extension business models as defined by Linder and Cantrell (2001), c) It follows the approach of Kulatilaka and Venkatramen (2000) for defining s...

Citation Context

... information of persons inside the exhibition. Based on a number of user (visitors, exhibitors, and organizers alike) behavioural requirements captured and analysed at the early phase of the project (=-=Fouskas et al., 2002-=-), the Mobile Exhibition Guide is designed to provide the following services (illustrated in Table 4), listed per type of user. Visitor Services Exhibitor Services Organizer Services � Online and Onsi...

Citation Context

...m a current to a future business model through technology innovation, relevant research can be found under terms such as business model ‘transformation’, ‘augmentation’, ‘extension’, and ‘evolution’ (=-=Pateli, 2002-=-). Page 3Pateli, A., Giaglis, G. 2003, M-Business 2003 Linder & Cantrell (2001), working for the Accenture Institute for Strategic Change, have identified four basic types of change models, in an inc...

Citation Context

...tribute based on its core competence, the distribution of revenues and profits between them, the type of service offerings, and the business structures that will be required to implement the changes (=-=Rulke et al., 2003-=-). Under the influence of mobile trends, business models of the traditional or e-business world are set under question, and companies are faced with the challenge of business model change. However, cr...

Citation Context

...Economics and Business 47A Evelpidon & 33 Lefkados St., GR-11362, Athens, Greece Tel: +30 210 8203658, Fax: +30 210 8203685 E-mail: giaglis@aueb.gr, http://www.eltrun.grPateli, A., Giaglis, G. 2003, =-=M-Business 2003-=- A METHODOLOGY FOR BUSINESS MODEL EVOLUTION: APPLICATION IN THE MOBILE EXHIBITION INDUSTRY Adamantia G. Pateli PhD Researcher ELTRUN: The E-Business Center Athens University of Economics and Business ...