Paul Tyma has a nice little piece on how business models die (eg CDs /music), but the encumbants keep on trying to flog the dead horse, because they're so used to it and they liked playing by their own rules:
Technical Revenue: Your business model called; its leaving (and its not coming back)
Well, Chesbrough and Rosenbloom found in their research at Xeros that success can make it difficult for organisations to introduce new business models. See "The Role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies" in Industrial and Corporate Change v11, n3, pp529-555.
The old framework remains, the culture is built up and the size and inertia make it difficult to see the world differently.
Sunday, December 9, 2007
Tuesday, December 4, 2007
Maybe the 1st thing that catches attention is that researchers are behind the times relative to practictioners. The term 'business model' and its variants had been used by businesspeople well before it appeared in the academic journals.
That's fine, I think.
If researchers are describing and making order of the world we observe, then it has to be out there, in the wild, before it can be observed.
What matters, next, is if the research is conducted in a way that is valid and that it adds value to practitioners.
I particularly like the work of Zott and Amit, who have been putting real meat on the theory - and have been integrating varous strands of theory to create a new area of analysis.
That's fine, I think.
If researchers are describing and making order of the world we observe, then it has to be out there, in the wild, before it can be observed.
What matters, next, is if the research is conducted in a way that is valid and that it adds value to practitioners.
I particularly like the work of Zott and Amit, who have been putting real meat on the theory - and have been integrating varous strands of theory to create a new area of analysis.
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