• Journal of Information Technology Services
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• v.11 no.3
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• pp.287-304
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• 2012

Cloud computing, which means a new way of deploying information technology(IT) in organizations as a service and charging per use, has a deep impact on organizations' IT accessibility, agility and efficiency of its usage. More than that, the emergence of cloud computing surpasses a mere technological innovation, making business model innovation possible. We call this innovation realized by could computing a cloud business model. This study develops a comprehensive framework of business model, first, and then defines and analyzes the cloud business model through this framework. This study also examines the case of M-Pesa mobile payment as a cloud business model in which a new value creation and profit realization schemes have been realized and industry value network has changed. Finally, this study discusses the business implications from this new business model.

• Journal of the Korea Institute of Information and Communication Engineering
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• v.23 no.2
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• pp.139-148
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• 2019

The paper proposes an analytical framework for the impact of technical change on business model innovation. Based upon the examination of the relationship between the mission of business and technology, it introduces classification of technology-based business models such as problem-solving model, production model and network model, respectively employing intensive technology, interlinked technology and mediating technology as a key technology. The discussion of various cases of business model innovation shows that the impact of digital technology is first translated into the value generation in terms of efficiency or effectiveness. These new values then enable a new business model which is based on a different key technology through business model shift, expansion, unbundling, or platform. Quite often those business model changes involves system-wide innovation. The framework for the analysis of the impact of technical change on business model innovation is presented with directions for future research.

• Proceedings of the Technology Innovation Conference
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• 2005.06a
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• pp.5-23
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• 2005

Since the emergence of the Internet, electronic business (e-business) has become one of the most widely investigated issues. E-business is considered to have the potential of generating considerable new values and the capability to transform the rules of competition in unprecedented ways. This study aim to suggest a approach for new business idea creation. This is based on the analysis and manipulation of business method patents. For this end, our research is performed in the following ways. First, business keywords are extracted from business method patents. Second, business model framework which is used to structuralize the business is suggested based on the literature survey. Third, the business keywords are classified into the business model framework. Forth, existing business model is expressed based on the suggested framework. Finally, new business idea is created from the existing business model by adding, subtracting, or substituting the business keywords.

• Asia-Pacific Journal of Business Venturing and Entrepreneurship
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• v.17 no.2
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• pp.65-80
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• 2022

Despite the uncertainty and risky factors of startups, the special and critical role of accelerators in carrying out professional nurturing and investment for them is becoming increasingly significant in the startup social-system. However, academic research on investment determinants that have a profound impact on the survival of accelerators is lacking, and there are only a few empirical studies on the classification and importance of factors, and they do not enjoy the benefits of theoretical studies. This study proposes a business model innovation framework based on the business model innovation theory that reflects the nature and properties of startups that are investment targets of accelerators and derives 12 investment decision factors. The framework defines that the target, direction, and performable force of startup innovation are a business model, strategy, and dynamic capability. Besides, the framework analyzes the investment decision factors of the existing accelerators based on the business model innovation framework to verify the suitability and sufficiency of the composition. As a result of the analysis, first, most of the items were faithfully composed from a static point of view of business model innovation, but it was found that the factors related to the core activities to evaluate the activity and customer relationship were insufficient. Second, from the strategic point of view, the necessity of developing factors that can encompass the definition and content of core resources, which are internal strategic factors, was raised. Third, from the dynamic point of view, it was found that many of the investment determinants of accelerators were concentrated on the lower level of dynamic competencies. This can be judged as a result of reflecting the characteristics of a startup that needs to develop a solution with few resources and a small number of team members. In addition, the roles and interrelationships between each factor are not clear, thus it was found as a limiting point for startups to view and evaluate the direction and process in which startups dynamically innovate their business models. This study is considerably differentiated in that it provides a business model innovation framework and offers a theoretical basis for investment determinants by deriving the investment determinants of accelerators based on the framework and design the foundation for subsequent research. The business model innovation framework presented in this study has great implications in that it contributes to the achievement of startups, accelerators, and startup support organizations.

• Asia Marketing Journal
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• v.17 no.1
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• pp.27-53
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• 2015

Learning organization has been an important issue in both management and marketing areas. Also learning capability is a key construct of innovation process in a firm. Especially, in marketing context, several researchers have studied market-based learning and its relation with performance. Previous studies have shown that market-based learning has a positive impact on overall firm performance. However, there has been inconsistency in the concept of market-based learning itself and its relationships with antecedents and consequences. Given this conflicting and inconsistent results of previous research, this study has two main objectives. First, this paper proposed a conceptual framework that marketbased learning has two types of processes and each types of market-based learning will generate different types of performance. Second, the mediating role of marketing capability in learning-performance link is proposed. The proposed conceptual framework shows that organizations which have marketbased learning for innovation management can enjoy ambidextrous firm performance on both side of effectiveness and efficiency via marketing capability. Moreover our research model proposes key drivers of market based organizational learning.

• The Journal of Information Systems
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• v.15 no.3
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• pp.1-34
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• 2006

The purpose of this study Is to develop empirically validated instrument for business model. The previous researches related to business model were almost taxonomies. And the focus of those researches were the classification by the degree of integration and innovation the origin, and the main source of revenue etc. In the emerging fields such as IT, e-commerce, and e-business, it tends to overlook methodological issue in its substantive relationships and also measurement. Business model is taken an interest in recent years. However, as the non-establishment of construct on business model has made no empirical study, this, study tries to develop an empirical validated instrument that identifies the dimensions of business model by uncovering meaningful group or categories. For this, the outlined domain of business model are defined as an organizational level that competes in the industry through the literature reviews. And the traits such as process integration, value chain reconstruction, strategic alliance with another business model, specialty in a certain wet sustainability of essential capabilities, differentiation, convertibility, customer orientation, revenue stream, newness, innovation leadership: and vision sharing are identified in those respective domains, and then the traits are classified into five dimensions such as interlinkageableness, valueness, functionalness, preemptiveness, and goalness by their characteristics. Generating items are continued on the basis of operationalization. Confirmatory factor analysis is performed in order to develop validated instrument with LISREL measurement model. Finally the instrument is developed through the previous procedure. The implication of this study is the first empirical effort to assess business model. The resulting instrument can be used with dependent variables in the future study related to business model. And the establishment of construct of business model is able to make a basis to rise an additional issue consequently. In the practical side, the instrument also can be employed as an assessment framework that can assess whether the expected value success or not. The instrument with the measurement can be used on competitor's business model, In. When an investment into a i-m with a specific business model, these instrument developed can be presented as the basic framework of assessment.

• STI Policy Review
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• v.6 no.1
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• pp.36-53
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• 2015

The rise of latecomer countries across the world directs academic attention to their catching-up and innovation processof seizing technological opportunities and combining internal and external knowledge. Different from the developed economies as well as the newly industrialized economies, China presents a special innovation environment, wherein its technology regime, market opportunities, and institutions are complex and the globalization trend affects competition in a broader way. In thiscontext, we clarify and extend the framework of "secondary innovation". This framework describes the dynamics of those with relatively poor resources and capabilities in their efforts to capture the values of mature/emerging technology or business models by acquiringthem from across borders and then adapting to catching-up contexts. Such processes, differentiated from original innovation that involves the whole process from R&D to commercialization, has become a prevailing regime during paradigm shifts. In particular, unlike the traditional catch-up literature that focuses more on technology, the secondary innovation framework inclusively contains both technology and business model innovation, and puts forward the co-evolution between the two elements, which is more applicable to China's context. In accordance, we also provide implications towards fulfilling the goal of building an innovation-driven nation.

• Asia pacific journal of information systems
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• v.30 no.2
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• pp.397-419
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• 2020

Business analytics is a management tool for achieving significant business performance improvements. Many organizations fail to or only partially achieve their business objectives and goals from business analytics. Business analytics adoption is a multi-stage complex activity consisting of evaluation, adoption, and assimilation stages. Several research papers have been published in the field of business analytics, but the research on multi-stage BA adoption is fewer in number. This study contributes to the scant literature on the multi-stage adoption model by identifying the critical themes for evaluation, adoption, and assimilation stages of business analytics. This study uses the thematic content analysis of peer-reviewed published academic papers as a research technique to explore the key themes of business analytics adoption. This study links the critical themes with the popular theoretical foundations: Resource-Based View (RBV), Dynamic Capabilities, Diffusion of Innovations, and Technology-Organizational-Environmental (TOE) framework. The study identifies twelve major factors categorized into three key themes: organizational characteristics, innovation characteristics, and environmental characteristics. The main organizational factors are top management support, organization data environment, centralized analytics structure, perceived cost, employee skills, and data-based decision making culture. The major innovation characteristics are perceived benefits, complexity, and compatibility, and information technology assets. The environmental factors influencing BA adoption stages are competition and industry pressure. A conceptual framework for the multi-stage BA adoption model is proposed in this study. The findings of this study can assist the practicing managers in developing a stage-wise operational strategy for business analytics adoption. Future research can also attempt to validate the conceptual model proposed in this study.

• International journal of advanced smart convergence
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• v.13 no.1
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• pp.57-68
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• 2024

In this paper, we are interested in how creator economy startups allowing creators to make money from doing that they love. So, we look at European creator economy startups among Web3.0 business model landscape surveyed in 2022, because the US is home of Web2.0 giant platforms like YouTube. Totally seventeen European startups are investigated, and the theoretical logic is the disruptive innovation. We firstly review the survey published in 2022 and utilize the theory of the disruptive innovation to design the research framework including questions with each type of the disruptive innovation. In this paper, we firstly show, Kalao and Gem as NFT ecosystem platforms aim at service convenience. Secondly, Talkbase, Passionfroot, Bildr, Customuse, and Earnr aim at providing creator tools for under-skilled customers. Lastly, when it comes direct monetization with a decentralized business model, CrowdPad, Admix, GOALS, Realm, Dropstar, Pianity, Sonomo, Stage11, Miiji, and ReadyPlayerMe are representative. Despite the relatively small data size, the results are meaningful as they contribute to a more profound comprehension of the Web3.0 business models and offer guidance for future research directions.

• Journal of Korean Institute of Industrial Engineers
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• v.41 no.6
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• pp.530-539
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• 2015

A business model (BM) can be developed based on a business model framework (BMF) consisting of key components such as value proposition, customers, and resources. To systematically generate and analyze emerging BMs such as healthcare BM, an integration of diverse BMF components is needed. The present study is to establish a comprehensive BMF and evaluate its applicability to healthcare BMs. Based on a review of eight BMF studies, ten BMF components were identified and classified into five major components (value proposition, resources, organizing model, customers, and revenue model) and five minor components (technology, service platform, delivery, competitive strategy, and growth/exit) by analyses of frequency and functional importance. Lastly, the BMs of three emerging healthcare companies (WellDoc, Inc., CFW Shops, and Aravind Eye Care System) were analyzed and compared in terms of the proposed BMF components. The comprehensive BMF components presented in the study can be of help for developing new BMs and analyzing the strengths and weaknesses of BMs.