List of publications that offered working definitions and conceptualizations of the business model concept in a networked context
| Reference | Used definition/conceptualization | Type of conceptualization* | Core themes addressed within the publications |
|---|---|---|---|
| Andersson et al. (2014) | They refer to networked BM as dynamic devices to develop “strategic nets” of cooperating actors, with a more or less defined leadership, serving as mental models and devices to explore the market, to shape and coordinate action and to aid the development from pilot stage to full-scale market introduction | Used definition offered by Palo and Tähtinen (2013) | Actors’ roles BM as a dynamic device Service innovation |
| Bankvall et al. (2017) | A network-embedded BM relies on network level value creation processes and business exchange patterns that are not clearly aligned | Used their own definition | BM analysis Firm, relationship and network level Value flow |
| Ghanbari et al. (2017) | The network-centric BM framework uses the BM concept to understand business planning in a value network. The framework contains three elements: business network, opportunity and model development | Used definition offered by Palo and Tähtinen (2013) | Business opportunities Positioning within a business network Value co-creation |
| Harmon and Castro-Leon (2018)** | Enterprises shift to networked BM by developing multisided service platforms. Therefore, value creation shifts from the firm to a market network of users, partners and other actors within a service ecosystem | The concept is used without a direct definition | Multisided platforms Value creation shift |
| Heikkilä and Heikkilä (2010)** | Network BM has, besides long-lasting customer relationships, four core components: product/service, finance, technology and network structure | The concept is used without a direct definition | Joint network BM design Knowledge exchange |
| Iivari et al. (2016)** | Ecosystemic BM for IoT is “oblique” where the ecosystem is seen as a whole and the relationships among partners are no longer based on customer-supplier relationships but organizations are now dependent on each other, interact to achieve common strategic objectives and eventually share a common fate | The concept is used without a direct definition | Organizational boundaries Value creation and value appropriation |
| Ikävalko et al. (2018) | The IoT ecosystem BM view answers questions such as: who are the collaborators, why do they participate, and where are the sources of value creation? | Used definition offered by Turber et al. (2014) | Actors’ roles in a business ecosystem Focus shift to ecosystem BMs Value co-creation |
| Jabłoński (2015)** | The network BM is the concept of core values offered to customers, and the configuration of the network of delivering value consisting of one’s own strategic capabilities and other values in the network (e.g. outsourcing, alliances), and the constant attempts of the company to change and meet stakeholders’ objectives | The concept is used without a direct definition | Network as a business ecosystem Long-term relationships |
| Jekov et al. (2017) | An ecosystem BM is a BM composed of value pillars anchored in ecosystems and focuses on both the firm’s method of creating and capturing value and any part of the ecosystem’s method of creating and capturing value | Used definition offered by Westerlund et al. (2014) | Value pillars, value creation and capture Move from a single-firm to ecosystem BM |
| Komulainen et al. (2006) | The core elements of a network BM include the product/service, the business actors and their roles, and the value-creating exchanges among the actors | Used their own definition | Actors’ roles, including end-users Value-creating exchanges |
| Laya et al. (2018) | Network-level BM guides how a net of companies will create customer and network value by developing a collective understanding of the business opportunities and shaping the actions to exploit them | Used definition offered by Palo and Tähtinen (2013) | Actors’ roles and orchestration activity Resource dependency |
| Leminen et al. (2018) | Ecosystem BM i.e. value design expands the BM thinking beyond organizational boundaries and demonstrates how value is created and captured in an ecosystem. It can be conceptualized by four pillars: value drivers, value nodes, value exchanges and value extracts | Used definition offered by Westerlund et al. (2014) | Organizational boundaries Value design tool |
| Markendahl et al. (2017)** | A network model, where BM networks and partners are included, highlights the importance of capturing multi-actor aspects of value creation and how the value network can be composed | The concept is used without a direct definition | Move from a single-firm to a networked BM Value co-creation |
| Palo and Tähtinen (2013) | A networked BM guides how a net of companies will create customer and network value by developing a collective understanding of the business opportunities and shaping the actions to exploit them | Used their own definition | Firm-level and networked BMs Novel technology-based services |
| Palo and Tähtinen (2011) | The concept of a networked BM refers to the strategic net of actors involved in developing, producing, and marketing the technology-based service as well as delivering it to the customers | Used their own definition | Actors’ activities and roles Business network |
| Suherman and Simatupang (2017) | The network BM is defined as the logic of how multiple actors in a supply chain collaborate to achieve integration across the value network | Used their own definition | Mapping value flow Multi-actor collaboration |
| van der Borgh et al. (2012)** | The ecosystem’s BM is analyzed from a viewpoint of the entire ecosystem, and includes four design themes: novelty, complementarity, efficiency and lock-in adapted to the ecosystem environment | The concept is used without a direct definition | Co-evolution of firm’s and ecosystem’s BMs Value drivers |
| Westerlund et al. (2014) | An ecosystem BM is a BM composed of value pillars anchored in ecosystems and focuses on both the firm’s method of creating and capturing value as well as any part of the ecosystem’s method of creating and capturing value | Used their own definition | BM design tool Ecosystem nature of IoT Value design |
| Wirtz et al. (2016)** | The network BM includes the various, mostly external interactions of a BM. In the network context, the BM represents a management tool to check and control the value distribution with joint value creation | The concept is used without a direct definition | Management tool Value distribution |
| Ziouvelou and McGroarty (2018)** | A crowd-driven ecosystem BM framework integrates all relevant value network participants and value-related activities and processes in an open ecosystem-centric context, addressing both the “inner” and the “outer” ecosystem components | The concept is used without a direct definition | Organizational boundaries Ecosystem thinking |
| Used definition/conceptualization | Type of conceptualization* | Core themes addressed | |
|---|---|---|---|
| They refer to networked BM as dynamic devices to develop “strategic nets” of cooperating actors, with a more or less defined leadership, serving as mental models and devices to explore the market, to shape and coordinate action and to aid the development from pilot stage to full-scale market introduction | Used definition offered by | Actors’ roles | |
| A network-embedded BM relies on network level value creation processes and business exchange patterns that are not clearly aligned | Used their own definition | BM analysis | |
| The network-centric BM framework uses the BM concept to understand business planning in a value network. The framework contains three elements: business network, opportunity and model development | Used definition offered by | Business opportunities | |
| Enterprises shift to networked BM by developing multisided service platforms. Therefore, value creation shifts from the firm to a market network of users, partners and other actors within a service ecosystem | The concept is used without a direct definition | Multisided platforms | |
| Network BM has, besides long-lasting customer relationships, four core components: product/service, finance, technology and network structure | The concept is used without a direct definition | Joint network BM design | |
| Ecosystemic BM for IoT is “oblique” where the ecosystem is seen as a whole and the relationships among partners are no longer based on customer-supplier relationships but organizations are now dependent on each other, interact to achieve common strategic objectives and eventually share a common fate | The concept is used without a direct definition | Organizational boundaries | |
| The IoT ecosystem BM view answers questions such as: who are the collaborators, why do they participate, and where are the sources of value creation? | Used definition offered by | Actors’ roles in a business ecosystem | |
| The network BM is the concept of core values offered to customers, and the configuration of the network of delivering value consisting of one’s own strategic capabilities and other values in the network (e.g. outsourcing, alliances), and the constant attempts of the company to change and meet stakeholders’ objectives | The concept is used without a direct definition | Network as a business ecosystem | |
| An ecosystem BM is a BM composed of value pillars anchored in ecosystems and focuses on both the firm’s method of creating and capturing value and any part of the ecosystem’s method of creating and capturing value | Used definition offered by | Value pillars, value creation and capture | |
| The core elements of a network BM include the product/service, the business actors and their roles, and the value-creating exchanges among the actors | Used their own definition | Actors’ roles, including end-users | |
| Network-level BM guides how a net of companies will create customer and network value by developing a collective understanding of the business opportunities and shaping the actions to exploit them | Used definition offered by | Actors’ roles and orchestration activity | |
| Ecosystem BM i.e. value design expands the BM thinking beyond organizational boundaries and demonstrates how value is created and captured in an ecosystem. It can be conceptualized by four pillars: value drivers, value nodes, value exchanges and value extracts | Used definition offered by | Organizational boundaries | |
| A network model, where BM networks and partners are included, highlights the importance of capturing multi-actor aspects of value creation and how the value network can be composed | The concept is used without a direct definition | Move from a single-firm to a networked BM | |
| A networked BM guides how a net of companies will create customer and network value by developing a collective understanding of the business opportunities and shaping the actions to exploit them | Used their own definition | Firm-level and networked BMs | |
| The concept of a networked BM refers to the strategic net of actors involved in developing, producing, and marketing the technology-based service as well as delivering it to the customers | Used their own definition | Actors’ activities and roles | |
| The network BM is defined as the logic of how multiple actors in a supply chain collaborate to achieve integration across the value network | Used their own definition | Mapping value flow | |
| The ecosystem’s BM is analyzed from a viewpoint of the entire ecosystem, and includes four design themes: novelty, complementarity, efficiency and lock-in adapted to the ecosystem environment | The concept is used without a direct definition | Co-evolution of firm’s and ecosystem’s BMs | |
| An ecosystem BM is a BM composed of value pillars anchored in ecosystems and focuses on both the firm’s method of creating and capturing value as well as any part of the ecosystem’s method of creating and capturing value | Used their own definition | BM design tool | |
| The network BM includes the various, mostly external interactions of a BM. In the network context, the BM represents a management tool to check and control the value distribution with join | The concept is used without a direct definition | Management tool | |
| A crowd-driven ecosystem BM framework integrates all relevan | The concept is used without a direct definition | Organizational boundaries |
Notes:
*If the authors of the particular publication referred to a definition offered by somebody from the “final database” it was stated in the table.
**Authors of these publications have used their respective conceptualizations but without direct definition. In other words, we would look for the author’s cues to understand their conceptualization, but in some cases, authors did refer to others’ definitions/conceptualizations
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