Business Models: 1st Edition (Hardback) book cover

Business Models

1st Edition

Edited by Colin Haslam, Christian Nielson, Xavier Lecocq


1,733 pages

Purchasing Options:$ = USD
Hardback: 9780415747226
pub: 2014-12-19

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The last few decades have seen a growing body of literature and research on business models which draws upon a multitude of subject areas including entrepreneurship, strategy, organization, finance, sales and marketing, and operations management. This new four-volume collection from Routledge brings together the area's major works to address the nature, development, and evolution of business models.

Table of Contents

Volume I: Concept and Framework

1. B. B. Stabell and Ø. D. Fjeldstad, ‘Configuring Value for Competitive Advantage: On Chains, Shops and Networks’, Strategic Management Journal, 1998, 19, 5, 413–37.

2. C. Baden-Fuller and M. S. Morgan, ‘Business Models as Models’, Long Range Planning, 2010, 43, 2–3, 156–71.

3. A. Osterwalder, Y. Pigneur, and C. L. Tucci, ‘Clarifying Business Models: Origins, Present, and Future of the Concept’, Communications of the Association for Information Systems, 2005, 15, 1–43.

4. R. Alt and H. Zimmermann, ‘Introduction to Special Section: Business Models’, Electronic Markets, 2001, 11, 1, 3–9.

5. A. G. Pateli and G. M. Giaglis, ‘A Research Framework for Analysing e-Business Models’, European Journal of Information Systems, 2004, 13, 302–14.

6. J. Magretta, ‘Why Business Models Matter’, Harvard Business Review, 2002, 80, 5, 86–92.

7. H. Chesbrough and R. S. Rosenbloom, ‘The Role of the Business Model in Capturing Value from Innovation: Evidence from Xerox Corporation’s Technology Spin-off Companies’, Industrial and Corporate Change, 2002, 11, 3, 529–55.

8. J. Richardson, ‘The Business Model: An Integrative Framework for Strategy Execution’, Strategic Change, 2008, 17, 5–6, 133–44.

9. P. Timmers, ‘Business Models for Electronic Markets’, Electronic Markets, 1998, 8, 2, 3–8.

10. M. Morris, M. Schindehutte, and J. Allen, ‘The Entrepreneurs Business Model: Toward a Unified Perspective’, Journal of Business Research, 2005, 58, 726–35.

11. C. Zott and R. Amit, ‘Business Model Design: An Activity System Perspective’, Long Range Planning, 2010, 43, 2–3, 216–26.

12. B. Mahadevan, ‘Business Models for Internet-Based e-Commerce: An Anatomy’, California Management Review, 2000, 42, 4, 55–69.

13. J. Hedman and T. Kalling, ‘The Business Model Concept: Theoretical Underpinnings and Empirical Illustrations’, European Journal of Information Systems, 2003, 12, 1, 49–59.

14. R. E. S. Boulton, B. D. Libert, and S. M. Samek, ‘A New Business Model for the New Economy’, Journal of Business Strategy, July–Aug. 2000, 29–35.

15. M. J. Eyring, M. W. Johnson, and H. Nair, ‘New Business Models in Emerging Markets’, Harvard Business Review, Jan.–Feb. 2011, 89–95

16. D. P. Huelsbeck, K. A. Merchant, and T. Sandino, ‘On Testing Business Models’, Accounting Review, 2011, 86, 5, 1631–54.

17. R. G. McGrath, ‘Business Models: A Discovery Driven Approach’, Long Range Planning, 2010, 43, 247–61.

18. C. N. Pitelis, ‘The Co-evolution of Organizational Value Capture, Value Creation and Sustainable Advantage’, Organization Studies, 2009, 30, 10, 1115–39.

19. Y. Shi and T. Manning, ‘Understanding Business Model and Business Model Risks’, Journal of Private Equity, 2009, 12, 2, 49–59.

Volume II: Technology, Innovation, and Entrepreneurship

20. L. Doganova and M. Eyquem-Renault, ‘What Do Business Models Do? Innovation Devices in Technology Entrepreneurship’, Research Policy, 2009, 38, 10, 1559–70.

21. J. O. Fiet and P. C. Patel, ‘Forgiving Business Models for New Ventures’, Entrepreneurship: Theory & Practice, 2009, 32, 4, 749–61 .

22. G. George and A. J. Bock, ‘The Business Model in Practice and its Implications for Entrepreneurship Research’, Entrepreneurship Theory and Practice, 2011, 35, 1, 83–111.

23. A. Bonaccorsi, S. Giannangeli, and C. Rossi, ‘Entry Strategies Under Competing Standards: Hybrid Business Models in the Open Source Software Industry’, Management Science, 2006, 52, 7, 1085–98.

24. J. Brink and M. Holmen, ‘Capabilities and Radical Changes of the Business Models of New Bioscience Firms’, Creativity and Innovation Management, 2009, 18, 2, 109–20.

25. E. Brousseau and T. Penard, ‘The Economics of Digital Business Models: A Framework for Analyzing the Economics of Platforms’, Review of Network Economics, 2007, 6, 2, 81–114.

26. S. Casper, ‘Institutional Adaptiveness, Technology Policy, and the Diffusion of New Business Models: The Case of German Biotechnology’, Organization Studies, 2000, 21, 5, 887–914.

27. B. Demil and X. Lecocq, ‘Business Model Evolution: In Search of Dynamic Consistency’, Long Range Planning, 2010, 43, 2–3, 227–46.

28. M. Yunus, B. Moingeon, and L. Lehmann-Ortega, ‘Building Social Business Models: Lessons from the Grameen Experience’, Long Range Planning, 2010, 43, 2–3, 308–25.

29. R. Amit and C. Zott, ‘Value Creation in e-Business’, Strategic Management Journal, 2001, 22, 6–7, 493–520.

30. M. Sosna, R. N. Trevinyo-Rodriguez, and S. R. Velamuri, ‘Business Model Innovation Through Trial-and-Error Learning’, Long Range Planning, 2010, 43, 2–3, 383–407.

31. H. Chesbrough, ‘Why Companies Should Have Open Business Models’, MIT Sloan Management Review, 2007, 48, 2, 22–8.

32. H. Chesbrough, ‘Business Model Innovation: Opportunities and Barriers’, Long Range Planning, 2010, 43, 2–3, 354–63.

33. H. Chesbrough, S. Ahern, M. Finn, and S. Guerraz, ‘Business Models for Technology in the Developing World: The Role of Non-Governmental Organizations’, California Management Review, 2006, 48, 3, 48–61.

34. B. Bigliardi, A. Nosella, and C. Verbano. ‘Business Models in Italian Biotechnology Industry: A Quantitative Analysis’, Technovation, 2005, 25, 11, 1299–306.

35. M. W. Johnson, C. M. Christensen, and H. Kagermann, ‘Reinventing Your Business Model’, Harvard Business Review, 2008, 86, 12, 50–9.

36. H. Leblebici, ‘The Evolution of Alternative Business Models and the Legitimization of Universal Credit Card Industry: Exploring the Contested Terrain where History and Strategy Meet’, in Steven J. Kahl, Brian S. Silverman, and Michael A. Cusumano (eds.), History and Strategy (Advances in Strategic Management, Vol. 29) (Emerald Group, 2012), pp. 117–51.

37. T. Budde Christensen, P. Wells, and L. Cipcigan, ‘Can Innovative Business Models Overcome Resistance to Electric Vehicles? Better Place and Batteryelectric Cars in Denmark’, Energy Policy, 2012, 48, 498–505.

38. S. Svejenova, M. Planellas, and L. Vives, ‘An Individual Business Model in the Making: A Chef’s Quest for Creative Freedom’, Long Range Planning, 2010, 43, 2–3, 408–30.

39. A. Onetti, A. Zucchella, M. V. Jones, and P. P. McDougall-Covin, ‘Internationalization, Innovation and Entrepreneurship: Business Models for New Technology-Based Firms’, Journal of Management Governance, 2012, 16, 337–68.

Volume III: Strategy, Management, and Organizations

40. K. J. Mason and S. Leek, ‘Learning to Build a Supply Network: An Exploration of Dynamic Business Models’, Journal of Management Studies, 2008, 45, 4, 774–99.

41. D. J. Teece, ‘Explicating Dynamic Capabilities: The Nature and Microfoundations of (Sustainable) Enterprise Performance’, Strategic Management Journal, 2007, 28, 1319–50.

42. R. Casadesus-Masanell and J. E. Ricart, ‘From Strategy to Business Models and on to Tactics’, Long Range Planning, 2010, 43, 195–215.

43. P. N. Bukh and C. Nielsen, ‘Understanding the Health Care Business Model: The Financial Analyst’s Point of View’, Journal of Health Care Finance, 2010, 37, 2, 8–25.

44. C. Zott and R. Amit, ‘The Fit Between Product Market Strategy and Business Model: Implications for Firm Performance’, Strategic Management Journal, 2008, 29, 1, 1–26.

45. C. Markides and C. D. Charitou, ‘Competing with Dual Business Models: A Contingency Approach’, The Academy of Management Executive, 2004, 18, 3, 22–36.

46. H. J. Kind, T. Nilssen, and L. Sorgard, ‘Business Models for Media Firms: Does Competition Matter for How They Raise Revenue?’, Marketing Science, 2009, 28, 6, 1112–28.

47. Y. L. Doz and M. Kosonen, ‘Embedding Strategic Agility: A Leadership Agenda for Accelerating Business Model Renewal’, Long Range Planning, 2010, 43, 2–3, 370–82.

48. C. Bowman and V. Ambrosini, ‘Value Creation Versus Value Capture: Towards a Coherent Definition of Value in Strategy’, British Journal of Management, 2000, 11, 1–15.

49. S. M. Shafer, H. J. Smitha, and J. C. Linder, ‘The Power of Business Models’, Business Horizons, 2005, 48, 199–207.

50. R. G. McGrath, ‘Business Models: A Discovery Driven Approach’, Long Range Planning, 2010, 43, 2–3, 247–61.

51. G. S. Yip, ‘Using Strategy to Change Your Business Model’, Business Strategy Review, 2004, 15, 2, 17–24.

52. I. Clark, ‘The Private Equity Business Model and Associated Strategies for HRM: Evidence and Implications?’, International Journal of Human Resource Management, 2009, 20, 10, 2030–48.

53. R. Amit and C. Zott, ‘Creating Value Through Business Model Innovation’, MIT Sloan Management Review, 2012, 53, 3, 41–9.

54. H. Mintzberg and L. Van der Heyden. ‘Organigraphs: Drawing How Companies Really Work’, Harvard Business Review, 1999, 77, 5, 87–94.

55. C. Seelo and J. Mair, ‘Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View’, Academy of Management Perspectives, 2007, 49–63.

56. H. Tikkanen, J. A. Lamberg, P. Parvinen, and J. P. Kallunki, ‘Managerial Cognition, Action and the Business Model of the Firm’, Management Decision, 2005, 43, 6, 789–809.

57. R. Dunford, I. Palmer, and J. Benveniste, ‘Business Model Replication for Early and Rapid Internationalisation: The ING Direct Experience’, Long Range Planning, 2010, 43, 5–6, 655–74.

Volume IV: Reflections, Critique, and Future

58. C. Nielsen, A. Fox, and R. Roslender. ‘From Business Reporting to Business Model Reporting’, British Accounting Review (forthcoming).

59. C. Seelos and J. Mair, ‘Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View’, Academy of Management Perspectives, 2007, 21, 4, 49–63.

60. B. Demil, X. Lecocq, and J. Ventura, ‘Business Models as a Research Program in Strategic Management: An Appraisal Based on Lakatos’, Management, 2010, 13, 4, 214–25.

61. D. J. Teece, ‘Business Models, Business Strategy and Innovation’, Long Range Planning, 2010, 43, 2–3, 172–94.

62. R. Amit, C. Zott, and L. Massa, ‘The Business Model: Recent Development and Future Research’, Journal of Management, 2011, 37, 4, 1019–42.

63. T. Andersson and C. Haslam, ‘The Private Equity Business Model: On Terra Firma or Shifting Sands?’, Accounting Forum, 2012, 36, 27–37.

64. T. Andersson, E. Lee, G. Theodosopoulos, Y. P. Yin, and C. Haslam, ‘Accounting for the Financialized UK and US National Business Model’, Critical Perspectives on Accounting, 2012.

65. C. Haslam, P. Gleadle, T. Andersson, and N. Tsitsianis, ‘Bio-Pharma: A Financialized Business Model’, Critical Perspectives on Accounting, 2010, 21, 7, 631–41.

66. V. Sabatier, V. Mangematin, and T. Rousselle, ‘From Recipe to Dinner: Business Model Portfolios in the European Biopharmaceutical Industry’, Long Range Planning, 2010, 43, 2–3, 431–47.

67. R. J. Arendt, ‘The Business Model: Present and Future—Beyond a Skeumorph, Strategic Organization, 2013, 11, 4, 390–402.

68. J. Leisenring, T. Linsmeier, K. Schipper, and E. Trott, ‘Business-Model (Intent)-Based Accounting’, Accounting and Business Research, 2012, 42, 3, 329–44.

69. P. Nunes and T. Breene, ‘Reinvent Your Business Before it’s Too Late: Watch Out for Those S Curves’, Harvard Business Review, Jan.–Feb. 2011, 80–87.

70. P. Sweet, ‘Strategic Value Configuration Logics and the "New" Economy: A Service Economy Revolution?’, International Journal of Service Industry Management, 2001, 12, 1, 70–83.

71. V. Beattie and S. J. Smith, ‘Value Creation and Business Models: Refocusing the Intellectual Capital Debate’, British Accounting Review (2013).

72. A. Ghaziani and M. J. Ventresca, ‘Keywords and Cultural Change: Frame Analysis of Business Model Public Talk, 1975–2000’, Sociological Forum, 2005, 20, 4, 523–59.

73. P. Cappelli, ‘The Future of the U.S. Business Model and the Rise of Competitors’, Academy of Management Perspectives, 2009, 23, 2, 5–10.

74. M. Page, ‘Business Models as a Basis for Regulation of Financial Reporting’, Journal of Management & Governance, 2012, 1–13.

75. H. Feng, J. Froud, S. Johal, C. Haslam, and K. Williams, ‘A New Business Model? The Capital Market and the New Economy’, Economy and Society, 2001, 30, 4, 467–503.

About the Originator

About the Series

Critical Perspectives on Business and Management

Global Business is changing at an ever-faster rate. This has been paralleled by an unprecedented growth of activity at undergraduate and graduate levels of study. Covering the key disciplines within business and management studies, this series makes available collections of the most important literature within the field. Each set has a strong international focus and is supplemented with a substantial introduction and thorough index.

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