Skip to main content
SpringerLink
Log in

Adaptation and Modification of Business Models

  • Chapter
  • First Online:
Business Model Management

Part of the book series: Springer Texts in Business and Economics ((STBE))

  • 8255 Accesses

Abstract

According to classical organization and strategy theory, business modification is an essential part for long-term success. Since it is also important in the business model context, this chapter deals with business model change. In the following section, three superordinate drivers will be described that may initiate a change in the business model. Additionally, the question will be addressed of what specific processes need to be implemented by a business in order to guarantee the success of business model change.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
eBook
USD 16.99
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 16.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 139.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

Notes

  1. 1.

    See also for the following chapter Wirtz (2010a, 2018a, 2019a).

References

  • Afuah, A. (2004). Business models – A strategic management approach. New York: McGraw-Hill.

    Google Scholar 

  • Benn, S., Dunphy, D., & Griffiths, A. (2014). Organizational change for corporate sustainability. New York: Routledge.

    Book  Google Scholar 

  • Bouwman, H., & MacInnes, I. (2006). Dynamic business model framework for value webs. In IEEE Computer Society 2006 (p. 43).

    Google Scholar 

  • Christensen, C. M., & Overdorf, M. (2000). Meeting the challenge of disruptive change. Harvard Business Review, 78(2), 67–76.

    Google Scholar 

  • 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.

    Article  Google Scholar 

  • IBM Global CEO Study. (2008). The enterprise of the future: New York. Accessed October 07, 2009, from http://www.935.ibm.com/services/de/bcs/html/ceostudy.html

  • Keen, P., & Qureshi, S. (2006). Organizational transformation through business models: A framework for business model design. In IEEE Computer Society 2006 (pp. 1–10).

    Google Scholar 

  • Linder, J. C., & Cantrell, S. (2000). Changing business models: Surveying the landscape. Hamilton.

    Google Scholar 

  • Lindinger, C., & Goller, I. (2004). Change Management leicht gemacht: heute hier, morgen dort? Frankfurt am Main: Redline Wirtschaft.

    Google Scholar 

  • Normann, R., & Ramirez, R. (1993). From value chain to value constellation: Designing interactive strategy. Harvard Business Review, 71(4), 65–77.

    Google Scholar 

  • O’Conner, G. (2006). Open radical innovation: Toward an integrated model in large established firms. In H. Chesbrough, W. Vanhaverbeke, & J. West (Eds.), Open innovation: Researching a new paradigm (pp. 62–81). Oxford: Oxford University Press.

    Google Scholar 

  • Smeds, R., Haho, P., & Alvesalo, J. (2003). Bottom-up or top-down? Evolutionary change management in NPD processes. International Journal of Technology Management, 26(8), 887–902.

    Article  Google Scholar 

  • Varian, H. R. (2003). Economics of information technology. Accessed July 31, 2013, from http://people.ischool.berkeley.edu/~hal/Papers/mattioli/mattioli.pdf

  • Wirtz, B. W. (2010a). Business model management: Design – Instrumente – Erfolgsfaktoren von Geschäftsmodellen (1st ed.). Wiesbaden: Gabler.

    Google Scholar 

  • Wirtz, B. W. (2011). Business model management: Design – instruments – success factors. Wiesbaden: Gabler.

    Book  Google Scholar 

  • Wirtz, B. W. (2018a). Business model management: Design – Instrumente – Erfolgsfaktoren von Geschäftsmodellen (4th ed.). Wiesbaden: Springer Gabler.

    Book  Google Scholar 

  • Wirtz, B. W. (2019a). Digital business models: Concepts, models, and the alphabet case study. Progress in IS. Cham: Springer.

    Book  Google Scholar 

  • Zins, A. (2001). Relative attitudes and commitment in customer loyalty models. International Journal of Service Industry Management, 12(3), 269–294.

    Article  Google Scholar 

  • Zott, C., & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181–199.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Chair for Information and Communication Management, German University of Administrative Sciences, Speyer, Germany

    Bernd W. Wirtz

Authors
  1. Bernd W. Wirtz
    View author publications

    You can also search for this author in PubMed Google Scholar

Rights and permissions

Reprints and permissions

Copyright information

© 2020 The Editor(s) (if applicable) and The Author(s), under exclusive license to Springer Nature Switzerland AG

About this chapter

Check for updates. Verify currency and authenticity via CrossMark

Cite this chapter

Wirtz, B.W. (2020). Adaptation and Modification of Business Models. In: Business Model Management. Springer Texts in Business and Economics. Springer, Cham. https://doi.org/10.1007/978-3-030-48017-2_15

Download citation

Publish with us

Policies and ethics

Search

Navigation