The business model: an integrative framework for strategy execution

Strategic ChangePublished 1 August 2008

James Richardson

DOI10.1002/jsc.821

Source URL

Citations827

SJR quartileQ1

SJR score1.25

SNIP1.46

Abstract

Abstract We have many useful frameworks for formulating business strategy, i.e., devising a theory of how to compete. Frameworks for strategy execution are comparatively fragmented and idiosyncratic. This paper proposes a business model framework to link the firm's theory about how to compete to its execution. The framework captures previous ideas about business models in a simple logical structure that reflects current thinking in strategy. The framework is a useful tool for the strategist, for teaching, and for research on business models in strategy. Copyright © 2008 John Wiley & Sons, Ltd.

Keywords

Decision SciencesBusiness, Management and Accounting

Strategic Management JournalValue creation in E‐business

5,479 Citations2001Raphael Amit, Christoph Zott

View PDF

Industrial and Corporate ChangeThe role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies

4,390 Citations2002Henry Chesbrough

The intellectual roots of the concept are explored, a working definition is offered and it is shown how the Xerox Corporation arose by employing an effective business model to commercialize a technology rejected by other leading companies of the day.

PubMedStrategy and the Internet.

3,283 Citations2001M E Porter

Michael Porter argues that, contrary to recent thought, the Internet is not disruptive to most existing industries and established companies, and rarely nullifies important sources of competitive advantage in an industry; it often makes them even more valuable.

PubMedWhy business models matter.

2,854 Citations2002Joan Magretta

Strategic Management JournalStrategic networks

2,512 Citations2000Ranjay Gulati, Nitin Nohria +1 more

PubMedMusings on management. Ten ideas designed to rile everyone who cares about management.

1,629 Citations1996Henry Mintzberg

Ten contrarian observations on such topics as the meanness of leanness, the folly of CEOs who fancy themselves strategists, the disempowering that so-called empowerment creates, the myopia of purely financial measures, and the inadequacy of M.B.A. programs are presented.

Gaining and sustaining competitive advantage

993 Citations2002Jay B. Barney

California Management ReviewBusiness Models for Internet-Based E-Commerce: An Anatomy

932 Citations2000Brinda Mahadevan

A three-dimensional framework for defining a business model and applies it to the emerging market structure is proposed and certain factors that can guide organizations in their choice of an appropriate business model are identified.

European Journal of Information SystemsThe business model concept: theoretical underpinnings and empirical illustrations

911 Citations2003Jonas Hedman, Thomas Kalling

This paper offers an outline for a conceptual business model and proposes that it should include customers and competitors, the offering, activities and organisation, resources and factor market interactions, and the causal inter-relations and the longitudinal processes by which business models evolve should also be included.

PubMedThe quest for resilience.

782 Citations2003Gary Hamel, Liisa Välikangas

To achieve strategic resilience, companies will have to overcome the cognitive challenge of eliminating denial, nostalgia, and arrogance; the strategic challenge of learning how to create a wealth of small tactical experiments; the political challenge of reallocating financial and human resources to where they can earn the best returns; and the ideological challenge oflearning that strategic renewal is as important as optimization.