Abstract
This chapter summarizes the core contributions of the book, namely the organization of the business model field from a theoretical perspective and the explorative analysis of 50 theories. This included a study of both their application and their potential use for business model research. In doing so, more light into the principles and patterns of the black box BMI is shed. However, instead of providing answers right away, new questions for the field are presented. The conclusion points out how a new wave of business model research can be triggered. For instance, it suggests directing attention of research to the organizational dimension of business model innovation and the cognitive view on business models.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Bibliography
Amit, R., & Zott, C. (2015). Crafting business architecture: The antecedents of business model design. Strategic Entrepreneurship Journal, 9(4), 331–350.
Cacciotti, G., & Hayton, J. C. (2015). Fear and entrepreneurship: A review and research agenda. International Journal of Management Reviews, 17(2), 165–190.
Casadesus-Masanell, R., & Tarziján, J. (2012, February). When one business model isn’t enough. Harvard Business Review, 90, 132–137.
Dew, N., Grichnik, D., Mayer-Haug, K., Read, S., & Brinckmann, J. (2015). Situated entrepreneurial cognition. International Journal of Management Reviews, 17(2), 143–164.
Frankenberger, K., Weiblen, T., & Gassmann, O. (2014). The antecedents of open business models: An exploratory study of incumbent firms. R&D Management, 44(2), 173–188.
Kim, S. K., & Min, S. (2015). Business model innovation performance: When does adding a new business model benefit an incumbent? Strategic Entrepreneurship Journal, 9, 34–57.
Martins, L. L., Rindova, V. P., & Greenbaum, B. E. (2015). Unlocking the hidden value of concepts: A cognitive approach to business model innovation. Strategic Entrepreneurship Journal, 9, 99–117.
Osiyevskyy, O., & Dewald, J. (2015). Explorative versus exploitative business model change: The cognitive antecedents of firm-level responses to disruptive innovation. Strategic Entrepreneurship Journal, 9(1), 58–78.
Velu, C., & Stiles, P. (2013). Managing decision-making and cannibalization for parallel business models. Long Range Planning, 46(6), 443–458.
Winterhalter, S., Zeschky, M. B., & Gassmann, O. (2015). Managing dual business models in emerging markets: An ambidexterity perspective. R&D Management, 46, 464–479.
Author information
Authors and Affiliations
Rights and permissions
Copyright information
© 2016 The Editor(s) (if applicable) and the Author(s)
About this chapter
Cite this chapter
Gassmann, O., Frankenberger, K., Sauer, R. (2016). Conclusion: Opening up a New Debate on BMI. In: Exploring the Field of Business Model Innovation. Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-41144-6_5
Download citation
DOI: https://doi.org/10.1007/978-3-319-41144-6_5
Published:
Publisher Name: Palgrave Macmillan, Cham
Print ISBN: 978-3-319-41143-9
Online ISBN: 978-3-319-41144-6
eBook Packages: Business and ManagementBusiness and Management (R0)