Table 1 Setting a framework for digital... | Emerald Publishing

Table 1

Setting a framework for digital business models

Literature on traditional business models	Literature on digital technologies and business models	Empirical evidence from museum settings	Business models' core dimensions
Value creation (Teece, 2018) Business models are a set of activities combined to create value (Zott and Amit, 2010) Design elements and themes as activities and sources for value creation (Zott and Amit, 2010)	Cooperation in service context for value creation (Kindström, 2010) Capabilities combined in new offerings in digital business ecosystems (Remane et al., 2017) Resources, capabilities, and activities are reshaped through digital technologies (Mikl et al., 2020) Data and information shape a company's relations in the ecosystem of which it is part	The Galicia Jewish Museum (Poland) combined resources – e.g. photos, videos – from multiple sources via digital technologies to expand the Media Resource Centre and shape its offering The Acropolis Museum (Greece) launched a project to create new content from visits and digital-based events, enriching the collection	Value orchestration
Value delivery (Teece, 2018) Products, services and values shape value proposition in business models and their representation (Osterwalder and Pigneur, 2010) Value proposition is what a firm offers to customers prior to the service provision occurring (Leroi-Weldens et al., 2017)	Digital transformation changes customer value proposition (Iansiti and Lakhani, 2014) In digital business models, the experience is the final essence of an interactive process between firm and customers (To et al., 2019) Consumers may be profiled via data, and data expand customer knowledge (An et al., 2018) An omnichannel strategy embeds offline and online experience as both a challenge and an opportunity (Verhoef et al., 2015)	Belvedere Museum (Austria) offers online services and a virtual walking tour, transforming the solo physical experience by combining the digital and physical The National Museum in Warsaw (Poland) engaged people both as members of the board and as visitors, immersing people in the cultural digital realm Rijksmuseum (Netherlands) implemented high-tech solutions to connect channels and transform customers' experience	Experience proposition
Value capture (Teece, 2018) Benefits to customers and partners flowing back as revenue (Osterwalder and Pigneur, 2010) Monetization as part of value capture (Baden-Fuller and Haefliger, 2013)	Digital business model may reduce the cost burden (Prem, 2015) Digitalisation provides new or added revenue (Veit et al., 2014) Digital technologies offer the opportunity to consider new sources of capital and sources of revenue (Breuer and Lüdeke-Freund, 2017) Digitalisation allows firms to leverage natural, social, and economic capital beyond its boundaries (Schaltegger et al., 2016)	Museum of Kiasma (Finland) increased its revenue through content accessible via a website and app Museum of Science of Trento (Italy) is a place to which people belong, with sustainability intertwining science, society, and nature	Value sharing

Literature on traditional business models	Literature on digital technologies and business models	Empirical evidence from museum settings	Business models' core dimensions
Value creation (Teece, 2018)Business models are a set of activities combined to create value (Zott and Amit, 2010)Design elements and themes as activities and sources for value creation (Zott and Amit, 2010)	Cooperation in service context for value creation (Kindström, 2010)Capabilities combined in new offerings in digital business ecosystems (Remane et al., 2017)Resources, capabilities, and activities are reshaped through digital technologies (Mikl et al., 2020)Data and information shape a company's relations in the ecosystem of which it is part	The Galicia Jewish Museum (Poland) combined resources – e.g. photos, videos – from multiple sources via digital technologies to expand the Media Resource Centre and shape its offeringThe Acropolis Museum (Greece) launched a project to create new content from visits and digital-based events, enriching the collection	Value orchestration
Value delivery (Teece, 2018)Products, services and values shape value proposition in business models and their representation (Osterwalder and Pigneur, 2010)Value proposition is what a firm offers to customers prior to the service provision occurring (Leroi-Weldens et al., 2017)	Digital transformation changes customer value proposition (Iansiti and Lakhani, 2014)In digital business models, the experience is the final essence of an interactive process between firm and customers (To et al., 2019)Consumers may be profiled via data, and data expand customer knowledge (An et al., 2018)An omnichannel strategy embeds offline and online experience as both a challenge and an opportunity (Verhoef et al., 2015)	Belvedere Museum (Austria) offers online services and a virtual walking tour, transforming the solo physical experience by combining the digital and physicalThe National Museum in Warsaw (Poland) engaged people both as members of the board and as visitors, immersing people in the cultural digital realmRijksmuseum (Netherlands) implemented high-tech solutions to connect channels and transform customers' experience	Experience proposition
Value capture (Teece, 2018)Benefits to customers and partners flowing back as revenue (Osterwalder and Pigneur, 2010)Monetization as part of value capture (Baden-Fuller and Haefliger, 2013)	Digital business model may reduce the cost burden (Prem, 2015)Digitalisation provides new or added revenue (Veit et al., 2014)Digital technologies offer the opportunity to consider new sources of capital and sources of revenue (Breuer and Lüdeke-Freund, 2017)Digitalisation allows firms to leverage natural, social, and economic capital beyond its boundaries (Schaltegger et al., 2016)	Museum of Kiasma (Finland) increased its revenue through content accessible via a website and appMuseum of Science of Trento (Italy) is a place to which people belong, with sustainability intertwining science, society, and nature	Value sharing