Decentralised Autonomous Organisation (DAO) Business Model

Abstract

Theoretical background: In general, authors claim that the business model for any human-beings organisation defines who and how creates values in a socio-economic context. Taking into account the organisational theories presented in literature, authors notice a variety of definitions and components of business models. In addition, values in the business models have different interpretations. By definition, decentralised autonomous organisation (DAO) is using the Blockchain 2.0 technology, which strongly supports its internal operational management, change of attitude towards organisation members’ identification, and controlling internal activities.Purpose of the article: Construction of the Decentralised Autonomous Organisation (DAO) business model for determining DAO strategic development is the main purpose of this study. The authors aim to provide their own proposal of business model, as well as the identification of DAO business model components. The authors expand the DAO business model canvas, and beyond variables included in Osterwalder’s model, and consider some other important DAO features by example of TalentDAO case study. Research methods: The authors have focused on surveys of the management science literature in some popular repositories. Beyond that, they have added a DAO case study. They have done descriptive analysis of publications on business models and DAO business models. The authors applied the case study approach, because they argue that each DAO is different and taking into account suggestions provided by practitioners, the exploratory case study method is the best method to reveal idiosyncrasy of business organisation as well as applicability of theoretical business models for practice of DAO management.Main findings: Through the literature surveys, authors concluded that selected theories in science of management are fundamental for DAO construction and applicable for development of business models. Although the reviewed models are various, they have many common features and allow constructing the authors’ model of DAO business, which is an extension of Osterwalder Business Model Canvas. The authors characterised DAO partners, customers, values, resources, and activities. The authors discussed constraints and risks of DAO activities as well as the applied methods of coordination and control. The authors claim that DAO supports decentralized decision-making and intra-organizational trust intensification. They argue that the case study on DAO business model is an exemplification, which can be useful for development of other similar DAOs.