The Alignment of Business Model and Business Operations within Networked-­Enterprise Environments

For a long time, technology has served as a silver bullet to gain a sustainable competitive advantage and to outperform the competitors. However, access to and exploitation of technologies gradually becomes a commodity, hence a less powerful resource to be leveraged to a competitive edge. Instead, companies increasingly are captivated by the charm of the Business Model concept as a way to create superior value for themselves, their customers and partners. Despite increasing attention, literature on Business Model has remained in a high-level conceptual realm, providing a rare insight into the actual implementation of Business Model and the factors that affect the feasibility of Business Model. Even less is known about the implementation of Business Model within networks of collaborating organizations. In response to the discussed conceptual gap, this research studies how the design and implementation of networked Business Models can be aligned and what factors affect the alignment.Infrastructure Systems & ServicesTechnology, Policy and Managemen

Dynamic stakeholder interaction analysis: Innovative smart living design cases

In order to become more innovative, companies that operate in the Smart Living domain increasingly initiate and participate in networked business environments that transcend industry boundaries. Inter-organizational collaboration is often characterized by conflicting strategic interests and incoherent operational business processes and procedures. Although many scholars and practitioners use stakeholder analysis to gain insight into the actors’ relationships and interactions, existing literature on stakeholder analysis focuses mainly on high-level strategic analysis, often limited to a conceptual and static understanding of stakeholder interests. In this paper, it is argued that a ‘true’ understanding of stakeholders can be achieved by looking at their interactions and interdependencies at a more detailed level. This study uses a conceptual framework from the service innovation and business model domain, the VIP framework, to extend stakeholder analysis by including an analysis of their dynamic interactions and processes. The qualitative evaluation of the framework’s application in illustrative design cases shows that this extension provides additional insights into stakeholders, and their potential operational conflicts and critical dependencies. By making these conflicts and interdependencies explicit, products and services are potentially easier to implement and commercialize.Infrastructures, Systems and ServicesTechnology, Policy and Managemen

Business models: Tooling and a research agenda

Infrastructures, Systems and ServicesTechnology, Policy and Managemen