Factors that shape business model: identification with the use of a structured interview

• Autorzy: Krajewski Konrad

Identyfikatory

DOI

10.29119/1641-3466.2021.154.10

• Języki publikacji: EN

Abstrakty

EN

Purpose: This paper is to present an in-depth interview as a tool for identifying factors conducive to changing a business model in start-ups. The first part of the paper deals with the issues related to defining a business model, examples of its components, as well as drivers of change. The second part of the paper presents the advantages of qualitative research in studying the problems involved in a business model and includes the author’s proposal for an original structured interview form aimed at identifying drivers of change in the business model.Design/methodology/approach: These topics are discussed based on the literature review.Findings: A properly constructed structured interview appears to be an effective tool to collect qualitative data on the factors influencing the business model change from the management level, because the people who make decisions in an organization are the best source of information on strategy and business model.Originality/value: This paper proposes a research tool which is a structured interview consisting of 5 sections, sample questions for each section are presented to identify the factors affecting the change of business model.

Słowa kluczowe

EN

management; business model; start-up; Business Model Canvas

PL

zarządzanie; model biznesowy; start-up; Business Model Canvas

• Wydawca: Wydawnictwo Politechniki Śląskiej
• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2021
• Tom: z. 154
• Strony: 121--131
• Opis fizyczny: Bibliogr. 23 poz.

Twórcy

autor

Krajewski Konrad

• Wroclaw University of Science and Technology, Faculty of Computer Science and Management, Doctoral School

• https://orcid.org/0000-0001-7518-4228

Bibliografia

• 1. Afuah, A., and Tucci, Ch.L. (2003). Biznes internetowy – strategie i modele. Kraków: Oficyna Ekonomiczna.
• 2. Babbie, E. (2004). Badania społeczne w praktyce. Warszawa: PWN.
• 3. Betz, F. (2002). Strategic Business Models. Engineering Management Journal, Vol. 1, Iss. 14, pp. 21-27.
• 4. Capo, F., Brunetta, F., and Boccardelli, P. (2014). Innovative business models in the pharmaceutical industry: A case on exploiting value networks to stay competitive. International Journal of Engineering Business Management, Vol. 6.
• 5. Chandler, A.D. (1962). Strategy and Structure. Cambridge: MIT Press.
• 6. Chesbrough, H., and Rosenbloom, R.S. (2002). The role of the business model in capturing value from innovation: evidence from XEROX Corporation’s technology spin-off companies, Industrial and Corporate Change, Vol. 11, Iss. 3, pp. 529-555.
• 7. Gassmann, O., Frankenberger, K., and Csik, M. (2014). Revolutionizing the Business Model. In: Management of the Fuzzy Front End of Innovation (pp. 89-97). Springer International Publishing.
• 8. Jerman, A., Erenda, I., and Bertoncelj, A. (2019). The influence of critical factors on business model at a Smart Factory: a case study. Business Systems Research, Vol. 10, Iss. 1, pp. 42-52.
• 9. Johnson, M.W., Christensen, C.M., and Kagerman, H. (2010). Reiventing your Business Model. Harvard Business Review on Business Model Innovation, pp. 47-70.
• 10. Klincewicz, K. (2016). Zarządzanie, organizacje i organizowanie przegląd perspektyw teoretycznych, In: M. Karda (Ed.), Pojęcia i typy modeli biznesu (pp. 307-315). Warszawa: Wydawnictwo Naukowe Wydziału Zarządzania Uniwersytetu Warszawskiego.
• 11. Koźmiński, A.K. (2004). Zarządzanie w warunkach niepewności. Warszawa: PWN.
• 12. Linder, J.C., and Cantrell, S. (2004). Changing Business Models: Surveying the Landscape. Accenture Institute for Strategic Change, p. 2004.
• 13. Magretta, J. (2002). Why business models matter? Harvard Business Review, Vol. 80, Iss. 5, pp. 86-92.
• 14. Mahadevan, B. (2000). Business Models for Internet-based E-Commerce: An Anatomy, California Management Review, Vol. 42, Iss. 4, pp. 55-69.
• 15. Osterwalder, A., Pigneur, Y. (2013). Tworzenie modeli biznesowych. Podręcznik wizjonera. Gliwice: Wydawnictwo Helion.
• 16. Ries E. (2011). The Lean Startup: How Constant Innovation Creates Radically Successful Businesses. London: Penguin Group.
• 17. Rissanen, T., Ermolaeva, L., Torkkeli, L., Ahi, A., Saarenketo, S. 92020). The role of home market context in business model change in internationalizing SMEs. European Business Review.
• 18. Romanowska, M. (2016). Determinanty innowacyjności polskich przedsiębiorstw. Przegląd Organizacji, Vol. 2, Iss. 913, pp. 29-35.
• 19. Slavik, S., and Hanak, R. (2017). Identification of relation between business model and business strategy and measurement of its tightness. Problems of Management in the 21th Century, Vol. 12, Iss. 1, pp. 54-68.
• 20. Slywotzky, A.J., Morrison, D.J., and Andelman, R. (1997). The Profit Zone – How Strategic Business Design Will Lead You to Tomorrow’s Profits. New York: Random House.
• 21. Thompson, A.A., and Strickland, A.J. (1996). Strategic management: Concepts and cases. Long Range Planning.
• 22. Timmers, R. (1998). Business models for electronic market. Electronic Markets, Vol. 8, Iss. 2, pp. 3-8.
• 23. Witschel, D., and Dohla, A., and Kaiser, M., and Vogit, K., and Pfletschinger, T. (2019). Riding on the wave of digitization: insights how and under what settings dynamic capabilities facilitate digital-driven business model change. Journal of Business Economics, Vol. 89, pp. 1023-1095.