Boundaries of the business model within business groups
- 372 Downloads
- 1 Citations
Abstract
Scholars have sought various ways to find out how financial performance of the firm can be affected by its business model (BM). However, to date academic literature has focused attention on the “firm” as a unit of analysis without clearly defining the boundaries of the reporting entity to which the BMs refer. The aim of this paper is to investigate what are the boundaries of the BM of the affiliated-group companies and how the degree of independence of BMs is measured within the business group. The contribution of the paper is in using the BM concept to expound and criticise the assumptions in economic analysis and accounting standards that groups of companies are economic units that optimise economic income of the group as a whole and that the financial statements of individual subsidiaries, sub-groups and the group as a whole report the value generated by the group.
Keywords
Business group Business model Segment reporting Consolidated financial statements ItalyReferences
- Afuah, A. (2004). Business models: A strategic management approach. New York: Irwin/McGraw-Hill.Google Scholar
- Afuah, A., & Tucci, C. L. (2001). Internet business models and strategies: Text and cases. New York: McGraw-Hill.Google Scholar
- Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6–7), 493–520.CrossRefGoogle Scholar
- Aspara, J., Lamberg, J. A., Laukia, A., & Tikkanen, H. (2011). Strategic management of business model transformation: Lessons from Nokia. Management Decision, 49(4), 622–647.CrossRefGoogle Scholar
- Baden-Fuller, C., & Morgan, M. (2010). Business models as models. Long Range Planning, 43(2–3), 156–171.CrossRefGoogle Scholar
- Bambagiotti Alberti, L., Verrucchi, F., & Giunta, F. (2010). Business model disclosure: Evidence from annual reports of Italian listed companies. International Journal of Business & Economics, 10(1), 39–51.Google Scholar
- Bianchi, M., & Bianco, M. (2006). Italian corporate governance in the last 15 years: From pyramids to coalitions. ECGI Finance Working Paper, no. 144.Google Scholar
- Birkinshaw, J. (1997). Entrepreneurship in multinational corporations: The characteristics of subsidiary initiatives. Strategic Management Journal, 18(3), 207–229.CrossRefGoogle Scholar
- Birkinshaw, J., Hood, N., & Young, S. (2005). Subsidiary entrepreneurship, internal and external competitive forces, and subsidiary performance. International Business Review, 14(2), 227–248.CrossRefGoogle Scholar
- Cariello, V. (2006). The ‘compensation’ of damages with advantages deriving from management and co-ordination activity of the parent company. European Company and Financial Law Review, 3(3), 330–340.CrossRefGoogle Scholar
- Casadesus-Masanell, R., & Ricart, E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2–3), 193–215.Google Scholar
- Chang, S. J., & Hong, J. (2002). How much do business groups matter in Korea. Strategic Management Journal, 23(3), 265–274.CrossRefGoogle Scholar
- Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox corporation’s technology spinoff companies. Industrial and Corporate Change, 11(3), 529–555.CrossRefGoogle Scholar
- Chung, C. N. (2003). Managerial structure of business groups in Taiwan: The inner circle system and its social organization. The Developing Economies, XLI(1), 37–64.Google Scholar
- Cinquini, L., & Tenucci, A. (2011). Business model in management commentary and the links with management accounting. Financial Reporting, 3, 41–59.Google Scholar
- CIR. (2012). Annual report 2011.Google Scholar
- CIR. (2013). Company profile (electronic version). Retrieved 12th April 2013 from http://www.cirgroup.com/group/about-cir.html.
- Claessens, S., Fan, J. P. H., & Lang, L. H. P. (2006). The benefits and costs of group affiliation: Evidence from East Asia. Emerging Market Review, 7(1), 1–26.CrossRefGoogle Scholar
- Coase, R. (1960). The problem of social cost. Journal of Law and Economics, 3(1), 1–44.CrossRefGoogle Scholar
- Cofide. (2012). Annual report 2011.Google Scholar
- Cofide. (2013). Company profile (electronic version). Retrieved 12th April 2013 from http://www.cofide.it/index.php?id=65.
- Cuervo-Cazurra, A. (2006). Business groups and their types. Asia Pacific Journal Management, 23(4), 419–437.CrossRefGoogle Scholar
- Demil, B., & Lecocq, X. (2010). Business model evolution: In search of dynamic consistency. Long Range Planning, 43(2–3), 227–246.CrossRefGoogle Scholar
- Di Carlo, E. (2009). I gruppi aziendali tra economia e diritto. Torino: Giappichelli.Google Scholar
- Di Carlo, E. (2014a). Pyramids and the separation between direction and control of non–financial Italian family companies. Journal of Management and Governance, 18(3), 835–872.Google Scholar
- Di Carlo, E. (2014b). Related party transactions and separation between control and direction in business groups: The Italian case. Corporate Governance: The International Journal of Business in Society, 14(1), 58–85.CrossRefGoogle Scholar
- Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14(4), 532–550.Google Scholar
- Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), 25–32.CrossRefGoogle Scholar
- European Financial Reporting Advisory Group. (2013a). Getting a better framework: The role of the business model in financial reporting. EFRAG Bulletin, June 2013. www.efrag.org.
- European Financial Reporting Advisory Group. (2013b). The role of the business model in financial reporting. EFRAG research paper, December 2013. www.efrag.org.
- Exor. (2012). Annual report 2011.Google Scholar
- Fiat. (2012). Annual report 2011.Google Scholar
- Fiat Industrial. (2012). Annual report 2011.Google Scholar
- Fielt, E. (2014). Conceptualising business models: Definitions, frameworks and classifications. Journal of Business Models, 1(1), 85–105.Google Scholar
- Fortuna, F. (2008). L’evoluzione dell’Informativa di Settore Prevista nell’IFRS 8: Alcune riflessioni. Rirea, pp. 5–6.Google Scholar
- Gammelgaard, J., McDonald, F., Stephan, A., Tuselmann, H., & Dorrenbacher, C. (2012). The impact of increases in subsidiary autonomy and network relationships on performance. International Business Review, 21(6), 1158–1172.CrossRefGoogle Scholar
- Ghaziani, A., & Ventresca, M. J. (2005). Keywords and cultural change: Frame analysis of business model public talk, 1975–2000. Sociological Forum, 20(4), 523–558.CrossRefGoogle Scholar
- Gibbert, M., & Ruigrok, W. (2010). The “what” and “how” of case study rigor: Three strategies based on published research. Organizational Research Methods, 13(4), 710–737.CrossRefGoogle Scholar
- Gibbert, M., Ruigrok, W., & Wicki, B. (2008). What passes as a rigorous case study? Strategic Management Journal, 29(13), 1465–1474.CrossRefGoogle Scholar
- Giesen, E., Berman, S. J., Bell, R., & Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy and Leadership, 35(6), 27–33.CrossRefGoogle Scholar
- Herrmann, P. (2005). Evolution of strategic management: The need for new dominant designs. International Journal of Management Reviews, 7(2), 111–130.CrossRefGoogle Scholar
- Hsieh, T. J., Yeh, R. S., & Chen, Y. J. (2010). Business group characteristics and affiliated firm innovation: The case of Taiwan. Industrial Marketing Management, 39(4), 560–570.CrossRefGoogle Scholar
- ICAEW. (2010). Business models in accounting: The theory of the firm and financial reporting. London: ICAEW.Google Scholar
- IFRS Foundation. (2013). The use of ‘business model’ in the conceptual framework. IFRS Staff paper AP10K.Google Scholar
- IFRS Foundation. (2014). Conceptual framework. Feedback summary: Business model. IFRS Staff paper 10K.Google Scholar
- International Accounting Standard Board. (2009). IAS 24, related party transaction. http://www.ifrs.org.
- International Accounting Standard Board (IASB). (2010). Management commentary. http://www.ifrs.org.
- International Financial Reporting Standard. (2012). IFRS 10, consolidated financial statements. http://www.ifrs.org.
- International Financial Reporting Standard. (2013). IFRS 8, operating segments. http://www.ifrs.org.
- International Financial Reporting Standard. (2014). IFRS 9, Financial instruments. http://www.ifrs.org.
- International Integrated Reporting Council. (2013a). The international <IR> framework. http://www.theiirc.org.
- International Integrated Reporting Council. (2013b). Business model. Background paper for <IR>. http://www.theiirc.org.
- Johnson, M., Christensen, C., & Kagermann, H. (2008). Reinventing your business model. Harvard Business Review, 86(12), 57–68.Google Scholar
- Juventus Football Club. (2012). Annual report 2011.Google Scholar
- Khanna, T., & Palepu, K. (1999). Emerging market business groups, foreign investors and corporate governance. NBER Working Paper, No. 6955.Google Scholar
- Khanna, T., Palepu, K., & Wu, D. M. (1998). House of Tata, 1995: The next generation (A). Harvard Business School Case 798-037, revised August 2006.Google Scholar
- Kiel, G. C., Hendry, K., & Nicholson, G. J. (2006). Corporate governance options for the local subsidiaries of multinational enterprises. Corporate Governance: An International Review, 14(6), 568–576.CrossRefGoogle Scholar
- L’Espresso. (2012). Annual report 2011.Google Scholar
- Leksell, L., & Lindgren, U. (1982). The board of directors in foreign subsidiaries. Journal of International Business Studies, 13, 27–38.CrossRefGoogle Scholar
- Linder, J., & Cantrell, S. (2000). Changing business models: Surveying the landscape. MA: Accenture Institute for Strategic Change.Google Scholar
- Linder, J., & Cantrell, S. (2001). What makes a good business model, anyway?. MA: Accenture Institute for Strategic Change.Google Scholar
- Malone, T. W., Weill, P., Lai, R., D’Urso, V., Herman, G., Apel, T. G., et al. (2006). Do some business model perform better than others?. MIT Sloan working paper 4615–06. Google Scholar
- Markides, C., & Charistou, C. D. (2004). Competing with dual business models: A contingency approach. Academy of Management Executive, 18(3), 22–36.CrossRefGoogle Scholar
- McGrath, R. G. (2010). Business model: A discovery driven approach. Long Range Planning, 43(2–3), 247–261.CrossRefGoogle Scholar
- Mellahi, K., & Sminia, H. (2009). Guest editor’s introduction: The frontiers of strategic management research. International Journal of Management Review, 11(1), 1–7.CrossRefGoogle Scholar
- Morris, M., Schindehutte, M., & Allen, J. (2005). The enterpreneur’s business model: Toward a unified perspective. Journal of Business Research, 58(6), 726–735.CrossRefGoogle Scholar
- Morris, M. H., Shirokova, G., & Shatalov, A. (2013). The business model and firm performance: The case of Russian food service ventures. Journal of Small Business Management, 51(1), 46–65.CrossRefGoogle Scholar
- Mullins, J., & Komisar, R. (2009). Getting to plan B. Boston, MA: Harvard Business Press.Google Scholar
- Nielsen, C., & Bunk, N. (2008). What constitutes a business model: The perception of financial analysts. Working Paper Series, Department of Business Studies, Aalborg University, 4.Google Scholar
- Osterwalder, A., & Pigneur, Y. (2010). Business model generation. Hoboken, NJ: Wiley.Google Scholar
- Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present and future of the concept. Communications of the Association for Information Systems, 16, 1–25.Google Scholar
- Page, M. (2014). Business model as a basis for regulation of financial reporting. Journal of Management and Governance, 18(3), 683–695.CrossRefGoogle Scholar
- Patzelt, H., Knyphausen-Aufseb, D., & Nikol, P. (2008). Top management teams, business models, and performance on biotechnology ventures: An upper Echelon perspective. British Journal of Management, 19(3), 205–221.CrossRefGoogle Scholar
- Penman, S. H. (2007). Financial reporting quality: Is fair value a plus or a minus? Accounting and Business Research, 37(1), 33–44.CrossRefGoogle Scholar
- Pernazza, F. (2010). Corporations and partnerships in Italy. Alphen aan den Rijn: Kluwer Law International.Google Scholar
- Pfeffer, J. (1972). Size and composition of corporate boards of directors. Administrative Science Quarterly, 17(2), 218–228.CrossRefGoogle Scholar
- Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York: Harper & Row.Google Scholar
- PricewaterhouseCoopers. (2013). Investor view: Insight from the investment community. http://www.pwc.com/ifrs.
- Richardson, J. (2008). The business model: An integrative framework for strategy execution. Strategic Change, 17(5–6), 133–144.CrossRefGoogle Scholar
- Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business Horizon, 48(3), 199–207.CrossRefGoogle Scholar
- Singleton-Green, B. (2014). Should financial reporting reflect firms’ business models? What accounting can learn from the economic theory of the firm. Journal of Management and Governance, 18(3), 697–706.CrossRefGoogle Scholar
- Sogefi. (2012). Annual Report 2011.Google Scholar
- Svensson, G. (2001). Glocalization of business activities: A “glocal strategy” approach. Management Decision, 39(1), 6–18.CrossRefGoogle Scholar
- Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194.CrossRefGoogle Scholar
- Testarmata, S. (2012). Le strategie delle local utility europee nel settore dell’energia. Padova: Cedam.Google Scholar
- Testarmata, S. (2013). L’industria europea dell’energia tra regolazione e mercato. Padova: Cedam.Google Scholar
- Williamson, O. E. (1985). The economic institutions of capitalism: Firms, markets, relational contracting. New York: Free Press.Google Scholar
- Yin, R. K. (2012). Applications of case study research. Thousand Oaks, California: Sage Publications.Google Scholar
- Young, S., & Tavares, A. T. (2004). Centralization and autonomy: Back to the future. International Business Review, 13(2), 215–237.CrossRefGoogle Scholar
- Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181–199.CrossRefGoogle Scholar
- Zott, C., & Amit, R. (2008). The fit between product market strategy and business model: Implications for firm performance. Strategic Management Journal, 29(1), 1–26.CrossRefGoogle Scholar
- Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2–3), 216–226.CrossRefGoogle Scholar
- Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019–1042.CrossRefGoogle Scholar