Table I. Consolidation of concepts on... | Emerald Publishing

Table I.

Consolidation of concepts on DBM

Data-driven categories	Characteristics of DBM
Disruptive technologies and innovation	DBM represents a link between business models and breakthroughs in technology and innovation (Christensen & Raynor, 2003)
	Disruptive technologies and innovations are best seized when combined with the innovation of business models (Chesbrough & Rosenbloom, 2002; Christensen & Raynor, 2003; Johnson et al., 2008)
	The exploration of a new technology or an innovation process requires an evaluation and a re-adaptation of the business models and the products or services offered (Chesbrough & Rosenbloom, 2002)
	Conflict between established business models and the new models required for disruptive technology or innovation (Christensen & Raynor, 2003)
	New technologies influence business models while creating opportunities and challenges for organizations (Bashir et al., 2016; Sainio, 2004)
	Emerging economies can introduce emerging technologies and innovations originated from more advanced economies through secondary innovations into business models (Wu et al., 2010)
	The disruption of disruptive innovations in business models varies, in the short and long term, when technology-driven or market-driven (Habtay, 2012)
	The exploration of emerging technologies and innovations within DBM provides the offering of products and services that reach new markets, making it possible to obtain competitive advantage and bring the failure of the companies (Bower & Christensen, 1995; Christensen, 1997; Christensen & Raynor, 2003; Hwang & Christensen, 2008)
	Disruptive technologies and innovations bring a very different value proposition to the market and deliver products and services with greater simplicity, convenience, affordability and lower costs (Bower & Christensen, 1995; Christensen, 1997; Christensen & Raynor, 2003; Hwang & Christensen, 2008; Pereira et al., 2015; Sainio, 2004; Yovanof & Hazapis, 2008)
Value proposition to costumers	DBM arises to replace existing business models, redefining what an existing product or service is and how it is delivered to customers, through new technologies and innovation processes (Hwang & Christensen, 2008; Markides, 2006; Mitchell & Coles, 2004; Wu et al., 2010)
	Great concern and attention of DBM with the selected market segment, seeking new forms of value creation that sensitize consumers (Magretta, 2002; Bashir et al., 2016)
	The formation of the new organizational models can be associated with business projects with defined objectives, based on the delivery of value to a specific market segment, through the definition of a structure, resources and specific activities (Bashir et al., 2016; Magretta, 2002; Simmons et al., 2013)
Maintenance of existing business models	New business models in the market pose direct and severe threats to the maintenance of traditional and stabilized models (Chesbrough, 2010; Christensen, 1997; Gilbert, 2005)
	DBM bring about radical changes in the market, disrupting leading and stabilized companies, making their existing business models obsolete (Gassmann et al., 2013; Johnson et al., 2008; Osiyevskyy & Dewald, 2015; Yovanof & Hazapis, 2008)
	It is fundamental for managers to have an entrepreneurial behavior, with the purpose of analyzing the market as well as the business, seeking new ways of delivering value to consumers, to seize the opportunities and escape the threats that come with new business models (Bashir et al., 2016; Chesbrough & Rosenbloom, 2002)
Pattern within DBM	Patterns of business models can be used to interpret the environment and anticipate how to perform the intended business through the knowledge of the elements related to DBM (Amshoff et al., 2015)

Data-driven categories	Characteristics of DBM
Disruptive technologies and innovation	DBM represents a link between business models and breakthroughs in technology and innovation (Christensen & Raynor, 2003)
	Disruptive technologies and innovations are best seized when combined with the innovation of business models (Chesbrough & Rosenbloom, 2002; Christensen & Raynor, 2003; Johnson et al., 2008)
	The exploration of a new technology or an innovation process requires an evaluation and a re-adaptation of the business models and the products or services offered (Chesbrough & Rosenbloom, 2002)
	Conflict between established business models and the new models required for disruptive technology or innovation (Christensen & Raynor, 2003)
	New technologies influence business models while creating opportunities and challenges for organizations (Bashir et al., 2016; Sainio, 2004)
	Emerging economies can introduce emerging technologies and innovations originated from more advanced economies through secondary innovations into business models (Wu et al., 2010)
	The disruption of disruptive innovations in business models varies, in the short and long term, when technology-driven or market-driven (Habtay, 2012)
	The exploration of emerging technologies and innovations within DBM provides the offering of products and services that reach new markets, making it possible to obtain competitive advantage and bring the failure of the companies (Bower & Christensen, 1995; Christensen, 1997; Christensen & Raynor, 2003; Hwang & Christensen, 2008)
	Disruptive technologies and innovations bring a very different value proposition to the market and deliver products and services with greater simplicity, convenience, affordability and lower costs (Bower & Christensen, 1995; Christensen, 1997; Christensen & Raynor, 2003; Hwang & Christensen, 2008; Pereira et al., 2015; Sainio, 2004; Yovanof & Hazapis, 2008)
Value proposition to costumers	DBM arises to replace existing business models, redefining what an existing product or service is and how it is delivered to customers, through new technologies and innovation processes (Hwang & Christensen, 2008; Markides, 2006; Mitchell & Coles, 2004; Wu et al., 2010)
	Great concern and attention of DBM with the selected market segment, seeking new forms of value creation that sensitize consumers (Magretta, 2002; Bashir et al., 2016)
	The formation of the new organizational models can be associated with business projects with defined objectives, based on the delivery of value to a specific market segment, through the definition of a structure, resources and specific activities (Bashir et al., 2016; Magretta, 2002; Simmons et al., 2013)
Maintenance of existing business models	New business models in the market pose direct and severe threats to the maintenance of traditional and stabilized models (Chesbrough, 2010; Christensen, 1997; Gilbert, 2005)
	DBM bring about radical changes in the market, disrupting leading and stabilized companies, making their existing business models obsolete (Gassmann et al., 2013; Johnson et al., 2008; Osiyevskyy & Dewald, 2015; Yovanof & Hazapis, 2008)
	It is fundamental for managers to have an entrepreneurial behavior, with the purpose of analyzing the market as well as the business, seeking new ways of delivering value to consumers, to seize the opportunities and escape the threats that come with new business models (Bashir et al., 2016; Chesbrough & Rosenbloom, 2002)
Pattern within DBM	Patterns of business models can be used to interpret the environment and anticipate how to perform the intended business through the knowledge of the elements related to DBM (Amshoff et al., 2015)