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What constitutes the value in business model for social enterprises?

Treść / Zawartość
Identyfikatory
Warianty tytułu
PL
Co stanowi wartość w modelu biznesowym dla przedsiębiorstw społecznych?
Języki publikacji
EN
Abstrakty
EN
The subject of activities of entities pursuing social and economic goals has recently become very popular. Social entrepreneurship is focused on activities in which the economic role does not play a major role but innovative solutions to social problems. The paper aims to show what constitutes the value in business models for social enterprises and which elements of these models generate it. The value-based approach to the business model was used to find how the value is created and distributed in social enterprises. Empirical research was carried out based on case studies obtained from direct interviews. The novelty is to consider the value in relation to the elements of the business model, additionally, divided into three areas: value proposition, value creation and delivery, and value capture. In each area, the understanding of value was defined, and the elements creating this value in business models for social enterprises were identified, i.e. the unique character of offered services being the premise of generated income, involvement in supporting human capital and cooperation of social enterprise with stakeholders.
PL
Tematyka działalności podmiotów realizujących cele społeczne i gospodarcze stała się w ostatnim czasie bardzo popularna. Przedsiębiorczość społeczna koncentruje się na działaniach, w których rola gospodarcza nie odgrywa większej roli, ale innowacyjne rozwiązania problemów społecznych. Takie podejście do przedsiębiorczości społecznej wskazuje, że działalność ta koncentruje się na wartościach społecznych. Jedną z koncepcji modelu biznesowego przedsiębiorstwa komercyjnego jest wskazanie, w jaki sposób tworzona i dystrybuowana jest wartość. Podejście oparte na wartościach powinno być również wykorzystywane przy tworzeniu modelu biznesowego dla przedsiębiorstw społecznych. Celem artykułu jest pokazanie, co stanowi wartość w modelach biznesowych dla przedsiębiorstw społecznych i jakie elementy tych modeli ją generują. W naszych badaniach braliśmy pod uwagę wartość w odniesieniu do elementów modelu biznesowego, dodatkowo w podziale na trzy obszary: propozycja wartości, tworzenie i dostarczanie wartości oraz wychwytywanie wartości. W każdym z tych obszarów identyfikujemy, jak rozumiana jest wartość i jakie są jej istotne elementy, które są kluczowe w modelu biznesowym przedsiębiorstw społecznych.
Rocznik
Strony
336--353
Opis fizyczny
Bibliogr. 44 poz., tab.
Twórcy
autor
  • Czestochowa University of Technology Faculty of Management
  • Czestochowa University of Technology Faculty of Management
autor
  • Regional Development Agency
Bibliografia
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  • 4.Ballantyne, D., Frow, P., Varey, R.J. and Payne, A., (2010). Value propositions as communication practice: Taking a wider view. Industrial Marketing Management, 40(2), 202-210.
  • 5.Biloshapka, V., Osiyevskyy, O., (2018). Value creation mechanisms of business models: Proposition, targeting, appropriation, and delivery. International Journal of Entrepreneurship and Innovation, 19(3), 166-176.
  • 6.Bocken, N.M.P., Short, S.W., Rana, P. and Evans, S., (2014). A literature and practice review to develop sustainable business model archetypes. Journal of Cleaner Production, 65, 42-56.
  • 7.Boons, F., Lüdeke-Freund, F., (2013). Business models for sustainable innovation: state-of-the-art and steps towards a research agenda. Journal of Cleaner Production, 45, 9-19.
  • 8.Bos-de Vos, M., Volker, L. and Wamelink, H., (2019). Enhancing value capture by managing risks of value slippage in and across projects. International Journal of Project Management, 37(5), 767-783.
  • 9.Bowman, C., Ambrosini, V., (2000). Value creation versus value capture: towards a coherent definition of value in strategy. British Journal of Management, 11(1), 1-15.
  • 10.Brendzel-Skowera K., (2021). Circular Economy Business Models in the SME Sector. Sustainability, 13(13), 7059.
  • 11.Breuer, H., Lüdeke-Freund, F., (2018). Values-Based Business Model Innovation: A Toolkit, in: Moratis, L., Melissen, F., & Idowu, S.O. (Eds.), Sustainable Business Models. Springer, Cham, pp. 395-416.
  • 12.Chesbrough, H., (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43(2/3), 354-363.
  • 13.Chesbrough, H., Rosenbloom, R., (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, 11(3), 529-555.
  • 14.Coleman, J.S., (1988). Social capital in the creation of human capital. American Journal of Sociology, 94, 95-120.
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  • 16.Dacin, P.A., Dacin, M.T. and Matear, M., (2010). Social entrepreneurship: Why we don't need a new theory and how we move forward from here. Academy of Management Perspectives, 24(3), 37-57.
  • 17.Davies, I.A., Chambers, L., (2018). Integrating hybridity and business model theory in sustainable entrepreneurship. Journal of Cleaner Production, 177, 378-386.
  • 18.Eisenhardt, K.M., (1989). Building theories from case study research. Academy of Management Review, 14(4), 532-550.
  • 19.European Commission, (2017). Social Enterprises, Retrieved March 15, 2019 from http://ec.europa.eu/ growth/sectors/social-economy/enterprises_en.
  • 20.Fritscher, B., Pigneur, Y., (2015). Extending the Business Model Canvas : A Dynamic Perspective. Proceedings of the 5th International Symposium on Business Modeling and Software Design (BMSD), 85-96.
  • 21.Hamel, G., (2000). Leading the Revolution. Strategy & Leadership, 29(1), 4-10.
  • 22.Joyce, A., Paquin, R.L., (2016). The triple layered business model canvas: A tool to design more sustainable business models. Journal of Cleaner Production, 135, 1474-1486.
  • 23.Lanning, M., Michaels, E., (1988). A business is a value delivery system. McKinsey Staff Paper, 41 July.
  • 24.Łęgowik-Świącik S., (2021). How Intellectual Capital Shapes the Business Model in Strategic Areas of Enterprise Management. Proceedings of the 22nd European Conference on Knowledge Management, Coventry, UK.
  • 25.Mair, J., Marti, I., (2006). Social entrepreneurship research: A source of explanation, prediction, and delight. Journal of World Business, 41(1), 36-44.
  • 26.Morioka, S.N., Bolis, I., Evans, S. and Carvalho, M.M., (2017). Transforming sustainability challenges into competitive advantage: Multiple case studies kaleidoscope converging into sustainable business models. Journal of Cleaner Production, 167, 723-738.
  • 27.Oskam, I., Bossink, B. and de Man, A. P., (2020). Valuing value in innovation ecosystems: How cross-sector actors overcome tensions in collaborative sustainable business model development. Business & Society.
  • 28.Österwalder, A., Pigneur, Y., (2010). Business model generation: A handbook for visionaries, game changers, and challengers. John Wiley & Sons Inc., Hoboken, New Jersey.
  • 29.Österwalder, A., Pigneur, Y. and Tucci Ch.L., (2005). Clarifying business models: Origins, Present, and Future of the Concept. Communications of the Association for Information Systems, 16, 1-25.
  • 30.Richardson, J., (2008). The business model : an integrative framework for strategy execution. Strategic change, 17(5‐6), 133-144.
  • 31.Rydehell, H., Löfsten, H. and Isaksson, A., (2018). Novelty-oriented value propositions for new technology-based firms: Impact of business networks and growth orientation. The Journal of High Technology Management Research, 29(2), 161-171.
  • 32.Santos, F.M., (2012). A positive theory of social entrepreneurship. Journal of Business Ethics, 111(3), 335-351.
  • 33.Schaltegger, S., Lüdeke-Freund, F. and Hansen, E.G., (2016). Business Models for Sustainability: A Co-Evolutionary Analysis of Sustainable Entrepreneurship, Innovation, and Transformation. Organization & Environment, 29(1), 264-289.
  • 34.Schoettl, J.M., Lehmann-Ortega, L., (2011). Photovoltaic business models: threat or opportunity for utilities? in: Wüstenhagen, R., Wuebker, R. (Eds.), Handbook of Research on Energy Entrepreneurship. Edward Elgar, Cheltenham, 145-171.
  • 35.Seelos, C., Mair, J., (2005). Social entrepreneurship: creating new business models to serve the poor. Business Horizons, 48, 241-246.
  • 36.Spieth, P., Schneckenberg, D. and Ricart, J.E., (2014). Business model innovation-state of the art and future challenges for the field. R&D Management, 44(3), 237-247.
  • 37.Stubbs, W., Cocklin, C., (2008). Conceptualizing a sustainability business model. Organization & Environment, 21, 103-127.
  • 38.Teece, D.J., (2010). Business models, business strategy and innovation. Long Range Planning, 43(2-3), 172-194.
  • 39.Timmers, P., (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.
  • 40.Wang, J., (2018). Identify Social Enterprises. American Journal of Industrial and Business Management, 8, 1700-1715.
  • 41.Yunus, M., Moingeon, B. and Lehmann-Ortega, L., (2010). Building Social Business Models : Lessons from the Grameen Experience. Long Range Planning, 43(2-3), 308-325.
  • 42.Zahra, S.A., Rawhouser, H.N., Bhawe, N., Neubaum, D.O. and Hayton, J.C., (2008). Globalization of social entrepreneurship opportunities. Strategic Entrepreneurship Journal, 2(2), 117-131.
  • 43.Zott, C., Amit, R., (2010). Business model design: an activity system perspective. Long Range Planning, 43(2-3), 216-226.
  • 44.Zott, C., Amit, R. and Massa, L., (2011). The business model: recent developments and future research. Journal of Management, 37 (4), 1019-1042.
Uwagi
Opracowanie rekordu ze środków MEiN, umowa nr SONP/SP/546092/2022 w ramach programu "Społeczna odpowiedzialność nauki" - moduł: Popularyzacja nauki i promocja sportu (2022-2023).
Typ dokumentu
Bibliografia
Identyfikator YADDA
bwmeta1.element.baztech-728ba441-461d-4e77-94d7-7d05ba6f3c6c
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