مطالعات مدیریت کسب و کار هوشمند

مطالعات مدیریت کسب و کار هوشمند

شماره جاری

بر اساس شماره‌های نشریه

بر اساس نویسندگان

بر اساس موضوعات

نمایه نویسندگان

نمایه کلیدواژه ها

صفحه اصلی

درباره نشریه

اهداف و چشم انداز

اصول اخلاقی انتشار مقاله

بانک ها و نمایه نامه ها

پیوندهای مفید

پرسش‌های متداول

فرایند پذیرش مقالات

اطلاعات آماری نشریه

اخبار و اعلانات

تفاهم نامه با انجمن انفورماتیک ایران

راهنمای نگارش

فایل ها

داوران 1399

داوران1403

داوران 1402

داوران سال 1401

داوران1400

راهنمای ثبت نام درPublons

تغییر مدل کسب و کار استارتاپ ها از طریق رویکرد مبتنی بر الگو مدل کسب‌وکار

نوع مقاله : مقاله پژوهشی

نویسندگان

1 استاد گروه مدیریت فناوری اطلاعات و عملیات، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران نویسنده مسئول: taghavifard@atu.ac.ir

2 استاد گروه مدیریت فناوری اطلاعات و عملیات، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران

3 دانشجوی دکتری مدیریت فناوری اطلاعات، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران

4 دانشیار گروه مدیریت فناوری اطلاعات و عملیات، دانشکده مدیریت و حسابداری، دانشگاه علامه طباطبائی، تهران، ایران

چکیده

تغییر مدل کسب‌وکار استارتاپ‌ها برای تطبیق با نیازهای متغیر بازار و افزایش رقابت‌پذیری ضروری است، اما بیشتر مطالعات پیشین بر شرکت‌های مستقر متمرکز بوده‌اند. همچنین برخلاف مطالعات پیشین که بیشتر به عوامل تاثیر گذار بر نوآوری مدل کسب‌وکار پرداخته‌اند، این پژوهش به‌طور ویژه بر فرآیند تغییر مدل کسب وکار مبتنی بر الگوهای مدل کسب وکار تمرکز دارد. در جهت برطرف کردن این شکاف علمی، هدف این مطالعه ارائه چارچوبی برای درک بهتر تغییر مدل کسب وکار استارتاپ ها بود. برای تحقق این هدف، از روش مرور نظام‌مند استفاده شد و پس از تعیین سؤال پژوهش، استراتژی جست‌وجو و غربالگری، ۹۵ مقاله معتبر منتشرشده بین سال‌های ۲۰۰۰ تا ۲۰۲۴ مورد تحلیل قرار گرفت. در ابتدا، چارچوب مفهومی اولیه بر اساس ادبیات نظری شکل گرفت و سپس با استفاده از تحلیل مضمون قیاسی-استقرایی توسعه داده شد. مضامین فراگیر شناسایی‌شده شامل تازگی، کارایی، قفل درونی، مکملی، و انطباق بودند که در چهار بعد تغییر مدل کسب وکار شامل محتوا، ساختار، حاکمیت و جریان‌ تحلیل شدند. هر یک از این مضامین شامل مضامین پایه مختلف هستند که نشانگر نحوه تغییر اجزای مدل کسب وکار استارتاپ ها هستند. این پژوهش با شناسایی الگوی جدید «انطباق» در کنار چهار الگوی متداول (تازگی، کارایی، قفل درونی و مکملی) و افزودن بعد «جریان» به ابعاد سه گانه محتوا، ساختار، حاکمیت، نوآوری مدل کسب‌وکار استارتاپ‌ها را از منظر گسترده‌تری بررسی می‌کند. نتایج نشان داد که این مضامین به‌صورت هم‌افزا عمل کرده و نقش اساسی در ایجاد مزیت رقابتی و پایداری کسب‌وکار ایفا می‌کنند.

کلیدواژه‌ها

موضوعات

عنوان مقاله [English]

Changing the Business Model of Startups through a Business Model Theme-Based Approach

نویسندگان [English]

  • Mohammad Taghi Taghavifard 1
  • Payam Hanafizadeh 2
  • Saeedeh Mehri 3
  • Iman Raeesi Vanani 4

1 Professor, Department of Information Technology and Operations Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran Corresponding Author: taghavifard@atu.ac.ir

2 Professor, Department of Information Technology and Operations Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran

3 PhD student in Information Technology Management, Faculty of Management and Accounting, Allameh Tabataba'i University ,Tehran, Iran

4 Associate Professor, Department of Information Technology and Operations Management, Faculty of Management and Accounting, Allameh Tabataba'i University, Tehran, Iran

چکیده [English]

Business model change in startups is essential for adapting to evolving market demands and increasing competitiveness, playing a critical role in their success. However, most research related to business model change has mainly focused on established firms. To address this research gap, the present study provides a framework that contributes to understanding the role of design themes in startup business model changes. In this study, a systematic literature review was used to analyze theoretical foundations and prior researches. After defining the research question, designing a search strategy, and applying screening criteria, 95 articles published between 2000 and 2024 were reviewed. In the first stage, a conceptual model was developed to analyze the dimensions of business model change by reviewing theoretical foundations and prior researches. This model was then refined through inductive-deductive thematic analysis, using evidence from empirical articles and case studies. The identified themes—novelty, efficiency, lock-in, complementarity, and adaptability—were examined across four main dimensions of business model change: content, structure, governance, and stream. The findings showed these themes interact synergistically and contribute to competitive advantage and business sustainability. The research results suggest that these five overarching themes provide a suitable framework for understanding and managing business model change in startups.

Introduction

In recent years, the topic of entrepreneurship and startups has attracted significant attention and has emerged as a key driver of economic growth. The business model of startups plays a fundamental role in this process, serving as a mechanism for exploiting entrepreneurial opportunities and creating value (Amit & Zott, 2001; George & Bock, 2011; Guo et al., 2020). However, one of the key characteristics of the startup and entrepreneurial environment is high uncertainty, which static business models are unable to effectively adress (Demil & Lecocq, 2010). Accordingly, the main objective of this research is to develop a framework for changing the business models of digital startups and to offer practical insights for entrepreneurs. To explore the dynamics of startup business model change, this study addresses the following key research question:
Research Question

How do startup business models evolve, and which business model themes drive this change?

To answer this question, a conceptual framework was developed based on the business model structure proposed by Amit and Zott (2001) and the business model innovation framework proposed by Spieth and Schneider (2016).
 

Literature Review

The existing literature on business model change follows two major approaches: the evolutionary approach and the theme-based approach (Guo et al., 2020).
2.1. Evolutionary Approach to Business Models
From an evolutionary approach, the business model of the startup changes and evolves in a dynamic manner through flexibility (Bock et al., 2012), experimentation (Andries et al., 2013), and trial-and-error learning (Chesbrough, 2010; Sosna et al., 2010). This approach draws upon methodologies such as the Lean Startup (Ries, 2011) and Customer Development (Blank, 2013), which suggest that business models evolve through iterative testing and customer feedback. Studies based on this approach show that incremental and continuous changes in business models require careful attention to the firm's internal resources and competencies, as explained by the resource-based view (RBV) and dynamic capabilities theory (Schneider & Spieth, 2013).
2.2. Theme-Based Approach to Business Models
The theme-based approach focuses on using specific themes to structure business models and value creation. The four conventional themes are novelty, efficiency, lock-in, and complementarity (Amit & Zott, 2001, 2012; Kulins et al., 2016; Pati et al., 2018):

Novelty: Refers to innovation in products or services or underlying resources and capabilities.
Efficiency: Focuses on cost optimization and resource utilization.
Lock-in: Helps strengthen long-term relationships with customers and partners.
Complementarity: Enhances synergies among different value propositions.

Recent studies (Zott & Amit, 2007; Ojala, 2016; Costa & Haftor, 2021) have demonstrated the effectiveness of this approach in fostering strategic entrepreneurship, allowing startups to integrate external opportunities with internal capabilities for sustained growth.
2.3. Research Gap and Initial Conceptual Model
Business model change research has primarily focused on established firms (Achtenhagen et al., 2013; Bohnsack et al., 2014), while business model change in startups - a broadly defined type of organization with limited resources, high uncertainty, flexibility, and differences in value creation sources - has been less examined in the academic literature (Kesting & Günzel-Jensen, 2015; Guckenbiehl & Corral de Zubielqui, 2022). Amit and Zott (2001) recommend more research on the dynamics of business model themes, a gap reiterated by Randhawa et al. (2020). In this study, based on the business model structure by Amit and Zott (2001) and the stream dimension of Spieth and Schneider (2016), we analyze startup business model change themes across four dimensions: content, structure, governance, and stream.

Methodology

This study adopts an inductive–deductive approach and conducts a systematic literature review on startup business model change. The review process adhered to Tranfield et al.'s (2003) framework: planning the review; conducting the review; analyzing the findings. The articles included in the literature review were from articles published between 2000–2024 and they were retrieved from the Scopus and Web of Science databases. Initial output of 197 articles were ultimately reduced to 95 articles for in-depth review after duplicates and irrelevant articles were removed. To identify core concepts and themes related to business model change, the data were coded and analyzed using ATLAS.ti software.

Results

Thematic analysis using the theme network tool led to the identification of five primary themes: novelty, efficiency, lock-in, complementarity, and adaptability. Each of these themes represents business model change in four dimensions: content, structure, governance, and stream (see Table 1)
 
 
Table 1. Final Framework of Startup Business Model Change Based on Business Model Design Themes




Dimensions


 


Novelty


Efficiency


Lock-In


Complementarity


Adaptability






Content
 


Products, services, information, or value propositions


ü


ü


ü


ü


ü




Resources and assets


ü


ü


 


ü


ü




Capabilities and competencies


ü


 


 


ü


ü




Structure
 


Customer segments and their relations


ü


 


 


 


ü




Participants and their relations


ü


 


 


ü


ü




Communication mechanisms


ü


ü


ü


ü


ü




Governance
 


Controllers


ü


 


 


ü


 




Formal and legal structure


 


 


 


 


ü




Incentives


ü


 


ü


 


 




Stream
 


Revenue streams


ü


 


 


ü


ü




Cost structures


ü


ü


 


 


ü




Investment structures


ü


 


 


 


ü





Discussion

The framework proposed in this study introduces an additional dimension—stream—which extends the three-dimensional concep outlined by Amit and Zott (2001): content, structure, and governance. Furthermore, the inclusion of adaptability, which is not present in Amit and Zott’s model, is a significant innovation. Supported by Sharma et al.'s (2016) model, this framework integrates adaptability into a unified business model design, addressing dynamic environments and emerging market challenges beyond operational management.

Conclusion

This study offers two important contributions to the literature by providing a new conceptual framework for startup business model change (Table 1). First, in addition to the four conventional business model themes (novelty, efficiency, lock-in, complementarity), the adaptability theme is introduced to demonstrate the importance of adaptability in changing and evolving business models. Second, this study provides new insights into how business models change by adding the stream alongside the content, structure, and governance dimensions.
Keywords: Startup, Business Model Change, Business Model Design Themes.
 
 
 
 

کلیدواژه‌ها [English]

  • Startup
  • Business model change
  • Business model design themes
مراجع
  1. Achtenhagen, L., Melin, L., & Naldi, L. (2013). Dynamics of business models - strategizing, critical capabilities and activities for sustained value creation. Long Range Planning, 46(6), 427–442. https://doi.org/10.1016/j.lrp.2013.04.002
  2. Adner, R. (2017). Ecosystem as structure: An actionable construct for strategy. Journal of Management, 43(1), 39–58.
  3. Alvarez, S. A., & Barney, J. A. Y. B. (2007). Discovery and creation: Alternative theories of entrepreneurial action. Strategic Entrepreneurship Journal, 26(1), 11–26. https://doi.org/10.1002/sej
  4. Angelshaug, M. S., Saebi, T., Lien, L., & Foss, N. J. (2023). Searching wide and deep for business model innovation. Innovation, 1-24.
  5. Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(3), 493–520. https://doi.org/10.1002/smj.187
  6. Amit, R., & Zott, C. (2012). Creating Value Through Business Model Innovation. MIT Sloan Management Review.
  7. Andries, P., Debackere, K., & Looy, B. V. A. N. (2013). Simultaneous experimentation as a learning strategy: Business model development under uncertainty. Strategic Entrepreneurship Journal, 7(4), 288–310. https://doi.org/10.1002/sej
  8. Anwar, M., & Ali Shah, S. Z. (2020). Managerial networking and business model innovation: empirical study of new ventures in an emerging economy. Journal of Small Business and Entrepreneurship, 32(3), 265–286. https://doi.org/10.1080/08276331.2018.1490509
  9. Attride-Stirling, J. (2001). Thematic networks: an analytic tool for qualitative research. Qualitative Research, 1(3), 385–405.
  10. Axelson, M., & Bjurström, E. (2019). The Role of Timing in the Business Model Evolution of Spinoffs. Research-Technology Management, 62(4), 19–26. https://doi.org/10.1080/08956308.2019.1613116
  11. Balboni, B., Bortoluzzi, G., Pugliese, R., & Tracogna, A. (2019). Business model evolution, contextual ambidexterity and the growth performance of high-tech start-ups. Journal of Business Research, 99, 115–124. https://doi.org/10.1016/j.jbusres.2019.02.029
  12. Balocco, R., Cavallo, A., Ghezzi, A., & Berbegal-mirabent, J. (2019). Lean business models change process in digital entrepreneurship. Business Process Management Journal, 25(7), 1520–1543. https://doi.org/10.1108/BPMJ-07-2018-0194
  13. Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99–120.
  14. Bashir, M., Naqshbandi, M. M., & Farooq, R. (2020). Business model innovation: a systematic review and future research directions. International Journal of Innovation Science, 12(4), 457–476. https://doi.org/10.1108/IJIS-06-2020-0081
  15. Bashir, M., & Verma, R. (2016). Airbnb disruptive business model innovation: Assessing the impact on hotel industry. International Journal of Applied Business and Economic Research, 14(4), 2595–2604.
  16. Blank, S. (2013). Why the Lean Starty-Up Changes Everything. Harvard Business.
  17. Bock, A. J., Opsahl, T., George, G., & Gann, D. M. (2012). The Effects of Culture and Structure on Strategic Flexibility during Business Model Innovation. Journal of Management Studies, 49:2(March). https://doi.org/10.1111/j.1467-6486.2011.01030.x
  18. Bohnsack, R., Pinkse, J., & Kolk, A. (2014). Business models for sustainable technologies : Exploring business model evolution in the case of electric vehicles. Research Policy, 43(2), 284–300. https://doi.org/10.1016/j.respol.2013.10.014
  19. Brereton, P., Kitchenham, B. A., Budgen, D., Turner, M., & Khalil, M. (2007). Guidelines forperforming systematic literature reviews in software engineering. Journal of Systems and Software, 80(4), 571–583.
  20. Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin‐off companies. Industrial and Corporate Change, 11(3), 529–555.
  21. Chesbrough, Henry. (2010). Business Model Innovation: Opportunities and Barriers. Long Range Planning, 43(2), 354–363. https://doi.org/10.1016/j.lrp.2009.07.010
  22. Christensen, C. M., Bartman, T., & Bever, D. Van. (2016). The Hard Truth About Business Model Innovation The Hard Truth About Business Model Innovation. MIT Sloan Management Review, 58(1).
  23. Clauss, T. (2017). Measuring business model innovation: conceptualization, scale development, and proof of performance. R and D Management, 47(3), 385–403. https://doi.org/10.1111/radm.12186
  24. Costa, R., & Haftor, D. M. (2021). Value creation through the evolution of business model themes. Journal of Business Research, 122, 353–361. https://doi.org/10.1016/j.jbusres.2020.09.007
  25. Demil, B., & Lecocq, X. (2010). Business Model Evolution : In Search of Dynamic Consistency. Long Range Planning, 43, 227–246. https://doi.org/10.1016/j.lrp.2010.02.004
  26. Doz, Y. L., & Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–382. https://doi.org/10.1016/j.lrp.2009.07.006
  27. Dubosson‐Torbay, M. Osterwalder, A., & Pigneur, Y. (2002). E‐business model design, classification, and measurements. Thunderbird International Business Review, 44(1), 5–23.
  28. Foss, N. J., & Saebi, T. (2017). Fifteen Years of Research on Business Model Innovation : How Far Have We Come, and Where Should We Go ? Journal of Management, 43(1), 200–227. https://doi.org/10.1177/0149206316675927
  29. Foss, N. J., & Saebi, T. (2018). Business models and business model innovation: Between wicked and paradigmatic problems. Long Range Planning, 51(1), 9–21. https://doi.org/10.1016/j.lrp.2017.07.006
  30. Futterer, F., Schmidt, J., & Heidenreich, S. (2018). Effectuation or causation as the key to corporate venture success? Investigating effects of entrepreneurial behaviors on business model innovation and venture performance. Long Range Planning, 51(1), 64–81.
  31. Garnsey, E. (1998). A theory of the early growth of the firm. Industrial and Corporate Change, 7(3), 523–556.
  32. George, G., & Bock, A. J. (2011). The Business Model in Practice and its Implications for Entrepreneurship Research. Entrepreneurship: Theory and Practice, 35(1), 83–111. https://doi.org/10.1111/j.1540-6520.2010.00424.x
  33. Ghezzi, A., & Cavallo, A. (2018). Agile Business Model Innovation in Digital Entrepreneurship : Lean Startup Approaches. Journal of Business Research, (February 2017), 0–1. https://doi.org/10.1016/j.jbusres.2018.06.013
  34. Guckenbiehl, P., & Corral de Zubielqui, G. (2022). Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities. International Small Business Journal, 40(2), 150–177. https://doi.org/10.1177/02662426211055447
  35. Guckenbiehl, P., Corral de Zubielqui, G., & Lindsay, N. (2021). Knowledge and innovation in start-up ventures: A systematic literature review and research agenda. Technological Forecasting and Social Change, 172(August), 121026. https://doi.org/10.1016/j.techfore.2021.121026
  36. Guckenbiehl, P., de Zubielqui, G. C., & Lindsay, N. (2024). Navigating external knowledge sources: impacts on business model innovation and competitive advantage in start-ups. Knowledge Management Research & Practice, 22(6), 588-599.
  37. Guo, H., Guo, A., & Ma, H. (2022). Inside the black box: How business model innovation contributes to digital start-up performance. Journal of Innovation & Knowledge, 7(2), 100188. https://doi.org/10.1016/j.jik.2022.100188
  38. Guo, H., Wang, C., Su, Z., & Wang, D. (2020). Technology Push or Market Pull? Strategic Orientation in Business Model Design and Digital Start-up Performance*. Journal of Product Innovation Management, 37(4), 352–372. https://doi.org/10.1111/jpim.12526
  39. Guo, H., Guo, A., & Ma, H. (2022). Inside the black box: How business model innovation contributes to digital start-up performance. Journal of Innovation & Knowledge, 7(2), 100188.
  40. Haftor, D. M., & Costa, R. C. (2023). Five dimensions of business model innovation: A multi-case exploration of industrial incumbent firm’s business model transformations. Journal of Business Research, 154, 113352.
  41. Hanafizadeh, P., Mehri, S., & Hasanabadi, H. (2020a). Analyzing value creation in electronic retailing: The case of Digikala–Part A. Journal of Information Technology Teaching Cases, 10(2), 72–82. https://doi.org/10.1177/2043886920910433
  42. Hanafizadeh, P., Mehri, S., & Hasanabadi, H. (2020b). Value creation analysis using atomic business models: The case of Digikala e-retailer – Part B. Journal of Information Technology Teaching Cases, 10(2), 83–92. https://doi.org/10.1177/2043886920910432
  43. Hou, F., Qi, M. De, Su, Y., Tan, X. X., & Yang, B. X. (2022). Trickle-Down Effects of Entrepreneurial Bricolage and Business Model Innovation on Employee Creativity: Evidence From Entrepreneurial Internet Firms in China. Frontiers in Psychology, 12. https://doi.org/10.3389/fpsyg.2021.801202
  44. Hsieh, H. F., & Shannon, S. E. (2005). Three approaches to qualitative content analysis. Qualitative Health Research, 15(9), 1277–1288.
  45. Ilyas, I. M., Kammerlander, N., Turturea, R., & van Essen, M. (2023). When Business Model Innovation Creates Value for Companies: A Meta-Analysis on Institutional Contingencies. Journal of Management Studies. https://doi.org/10.1111/joms.12966
  46. Jones, O., & Giordano, B. (2021). Family entrepreneurial teams: The role of learning in business model evolution. Management Learning, 52(3), 267–293. https://doi.org/10.1177/1350507620934092
  47. Kesting, P., & Günzel-Jensen, F. (2015). SMEs and new ventures need business model sophistication. Business Horizons, 58(3), 285–293.
  48. Kim, W. C., & Mauborgne, R. (2000). Knowing a winning business idea when you see one. Harvard Business Review, 78(5), 129–138.
  49. Kulins, C., Leonardy, H., & Weber, C. (2016). A configurational approach in business model design.,. Journal of Business Research, 69(4), 1437–1441.
  50. Liu, L., Cui, L., Han, Q., & Zhang, C. (2024). The impact of digital capabilities and dynamic capabilities on business model innovation: the moderating effect of organizational inertia. Humanities and Social Sciences Communications, 11(1), 1-10.
  51. Loon, M., Otaye-Ebede, L., & Stewart, J. (2020). Thriving in the New Normal: The HR Microfoundations of Capabilities for Business Model Innovation. An Integrated Literature Review. Journal of Management Studies, 57(3), 698–726. https://doi.org/10.1111/joms.12564
  52. Lu, S., & Yu, H. (2022). Research on Digital Business Model Innovation Based on Emotion Regulation Lens. Frontiers in Psychology, 13, 1–10. https://doi.org/10.3389/fpsyg.2022.842076
  53. Lubik, S., & Garnsey, E. (2016). Early Business Model Evolution in Science-based Ventures: The Case of Advanced Materials. Long Range Planning, 49(3), 393–408. https://doi.org/10.1016/j.lrp.2015.03.001
  54. Luo, Y., & Bai, Y. (2021). Business model innovation of technical start-ups in emerging markets. Journal of Industrial Integration and Management, 6(03), 319-332.
  55. Massa, L., & Tucci, C. L. (2017). A CRITICAL ASSESSMENT OF BUSINESS MODEL RESEARCH, 11(1), 73–104.
  56. Mezger, F. (2014). Toward a capability‐based conceptualization of business model innovation: insights from an explorative study. R&d Management, 44(5), 429–449.
  57. Milei, P. (2022). The Nature of Business Model Innovation. Entrepreneurial Venturing, 14(1), 19–28.
  58. Newbert, S. L. (2008). alue, rareness, competitive advantage, and performance: a conceptual‐level empirical investigation of the resource‐based view of the firm. Strategic Management Journal, 29(7), 745–768.
  59. Ojala, A. (2016). Business models and opportunity creation: How IT entrepreneurs create and develop business models under uncertainty. Information Systems Journal, 26(5), 451–476. https://doi.org/10.1111/isj.12078
  60. Osterwalder, A., & Pigneur, Y. (2002). An eBusiness model ontology for modeling eBusiness.
  61. Pati, R. K., Nandakumar, M. K., Ghobadian, A., Ireland, R. D, & O’Regan, N. (2018). Business model design–performance relationship under external and internal contingencies: Evidence from SMEs in an emerging economy. Long Range Planning, 51(5), 750–769.
  62. Penrose, E. T. (1995). The Theory of the Growth of the Firm.
  63. Randhawa, K., Wilden, R., & Gudergan, S. (2020). How to innovate toward an ambidextrous business model ? The role of dynamic capabilities and market orientation. Journal of Business Research, 130, 618–634. https://doi.org/10.1016/j.jbusres.2020.05.046
  64. Reymen, I., Andries, P., Berends, H., Mauer, R., Stephan, U., & Van Burg, E. (2015). Understanding dynamics of strategic decision-making in venture creation : A process study of effectuation and causation. Strategic Entrepreneurship Journal, 9(4), 351–379.
  65. Ries, E. (2011). The lean startup: How today’s entrepreneurs use continuous innovation to create radically successful businesses. Currency.
  66. Roshan, R., & Balodi, K. C. (2024). Sustainable business model innovation of an emerging country startup: An imprinting theory perspective. Journal of Cleaner Production, 475, 143687.
  67. Silva, D. S., Ghezzi, A., Aguiar, R. B. D., Cortimiglia, M. N., & Ten Caten, C. S. (2020). Lean Startup, Agile Methodologies and Customer Development for business model innovation: A systematic review and research agenda. International Journal of Entrepreneurial Behavior & Research, 26(4), 595-628.
  68. Schneider, S., & Spieth, P. (2013). Business Model Innovation : Towards An Integrated Future Research Agenda. International Journal of Innovation Management, 17(1). https://doi.org/10.1142/S136391961340001X
  69. Sharma, S., Dixit, M. R., & Karna, A. (2016). Design leaps: business model adaptation in emerging economies. Journal of Asia Business Studies, 10(2), 105–124. https://doi.org/10.1108/JABS-01-2015-0009
  70. Sha, X., Wu, X., He, J., Zhu, R., Morrison, A. M., Su, X., & Xie, C. (2024). Turning entrepreneurial networks into business model innovation for start-ups: a moderated mediation model. Management Decision.
  71. Spieth, P., & Schneider, S. (2016). Business model innovativeness : designing a formative measure for business model innovation, 671–696. https://doi.org/10.1007/s11573-015-0794-0
  72. Tavory, I., & Timmermans, S. (2014). Abductive analysis: Theorizing qualitative research. University of Chicago Press.
  73. Teece, D. J., Pisano, G., & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–533.
  74. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40–49. https://doi.org/10.1016/j.lrp.2017.06.007
  75. Teece, D. J. (2014). The foundations of enterprise performance: Dynamic and ordinary capabilities in an (economic) theory of firms. Academy of Management Perspectives, 28(4), 328–352.
  76. Tranfield, D., Denyer, D., & Smart, P. (2003). Towards a methodology for developing evidence‐informed management knowledge by means of systematic review. British Journal of Management, 14(3), 207–222.
  77. Ullah, R., Anwar, M., & Khattak, M. S. (2021). Building new venture success through internal capabilities; is business model innovation a missing link? Technology Analysis and Strategic Management, 0(0), 1–14. https://doi.org/10.1080/09537325.2021.2010696
  78. Velu, C. (2017). A Systems Perspective on Business Model Evolution: The Case of an Agricultural Information Service Provider in India. Long Range Planning, 50(5), 603–620. https://doi.org/10.1016/j.lrp.2016.10.003
  79. Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171–180.
  80. Wirtz, B. W., Pistoia, A., Ullrich, S., & Vincent, G. (2016). Business Models : Origin, Development and Future Research Perspectives, 49, 36–54.
  81. Xu, S., He, J., Morrison, A. M., Su, X., & Zhu, R. (2024). The role of bricolage in countering resource constraints and uncertainty in start-up business model innovation. European Journal of Innovation Management, 27(8), 2862-2885.
  82. Xiang, G., Peng, M., Tang, F., & Liu, Y. (2024). Unpacking the impact of entrepreneurial learning on business model innovation in internet startups: Mediating roles of digital capabilities. Technology in Society, 77, 102578.
  83. Zahoor, N., Khan, H., Shamim, S., & Puthusserry, P. (2023). Examining the microfoundations for digital business model innovation of developing markets international new ventures (2023). IEEE Transactions on Engineering Management.
  84. Zhang, H., Sun, X., & Lyu, C. (2018). Exploratory orientation, business model innovation and new venture growth. Sustainability, 10(1), 56. https://doi.org/10.3390/su10010056
  85. Zhang, L., Yang, X., Zhu, S., & Xia, Z. (2023). Business model innovation and performance of startups: the moderating role of external legitimacy. Sustainability, 15(6), 5351.
  86. Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181–199. https://doi.org/10.1287/orsc.1060.0232
  87. Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2–3), 216–226. https://doi.org/10.1016/j.lrp.2009.07.004
  88. Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019–1042. https://doi.org/10.1177/0149206311406265

 

‌

 

 

‌ ‌

مطالعات مدیریت کسب و کار هوشمند
دوره 13، شماره 52
تیر 1404
فایل ها
سابقه مقاله
  • تاریخ دریافت: 02 بهمن 1403
  • تاریخ بازنگری: 02 اسفند 1403
  • تاریخ پذیرش: 22 اسفند 1403
هم رسانی
ارجاع به این مقاله
آمار