How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models

At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch...
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Autor*in:	Werani, Thomas [verfasserIn] Freiseisen, Bernhard Martinek-Kuchinka, Petra Schauberger, Alexander

Format:	Artikel
Sprache:	Englisch

Erschienen:	2016

Rechteinformationen:	Nutzungsrecht: © Springer-Verlag Berlin Heidelberg 2016

Schlagwörter:	Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management

Systematik:	QA 10000

Übergeordnetes Werk:	Enthalten in: Journal of business economics - Berlin : Springer, 1924, 86(2016), 6, Seite 579-609
Übergeordnetes Werk:	volume:86 ; year:2016 ; number:6 ; pages:579-609

Links:	Volltext

DOI / URN:	10.1007/s11573-015-0795-z

Katalog-ID:	OLC198047074X

Internformat


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allfields	10.1007/s11573-015-0795-z doi PQ20160815 (DE-627)OLC198047074X (DE-599)GBVOLC198047074X (PRQ)c1148-449d0085027fa1448043a74b6b55d868048cb7946ebbfbd110e29dcd12dadba50 (KEY)0169317420160000086000600579howshouldsuccessfulbusinessmodelsbeconfiguredresul DE-627 ger DE-627 rakwb eng 650 DE-101 QA 10000 AVZ rvk 85.00 bkl Werani, Thomas verfasserin aut How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results. Nutzungsrecht: © Springer-Verlag Berlin Heidelberg 2016 Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management Freiseisen, Bernhard oth Martinek-Kuchinka, Petra oth Schauberger, Alexander oth Enthalten in Journal of business economics Berlin : Springer, 1924 86(2016), 6, Seite 579-609 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:86 year:2016 number:6 pages:579-609 http://dx.doi.org/10.1007/s11573-015-0795-z Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2149 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4247 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4311 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4320 GBV_ILN_4323 GBV_ILN_4326 GBV_ILN_4329 GBV_ILN_4333 GBV_ILN_4346 QA 10000 85.00 AVZ AR 86 2016 6 579-609
spelling	10.1007/s11573-015-0795-z doi PQ20160815 (DE-627)OLC198047074X (DE-599)GBVOLC198047074X (PRQ)c1148-449d0085027fa1448043a74b6b55d868048cb7946ebbfbd110e29dcd12dadba50 (KEY)0169317420160000086000600579howshouldsuccessfulbusinessmodelsbeconfiguredresul DE-627 ger DE-627 rakwb eng 650 DE-101 QA 10000 AVZ rvk 85.00 bkl Werani, Thomas verfasserin aut How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results. Nutzungsrecht: © Springer-Verlag Berlin Heidelberg 2016 Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management Freiseisen, Bernhard oth Martinek-Kuchinka, Petra oth Schauberger, Alexander oth Enthalten in Journal of business economics Berlin : Springer, 1924 86(2016), 6, Seite 579-609 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:86 year:2016 number:6 pages:579-609 http://dx.doi.org/10.1007/s11573-015-0795-z Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2149 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4247 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4311 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4320 GBV_ILN_4323 GBV_ILN_4326 GBV_ILN_4329 GBV_ILN_4333 GBV_ILN_4346 QA 10000 85.00 AVZ AR 86 2016 6 579-609
allfields_unstemmed	10.1007/s11573-015-0795-z doi PQ20160815 (DE-627)OLC198047074X (DE-599)GBVOLC198047074X (PRQ)c1148-449d0085027fa1448043a74b6b55d868048cb7946ebbfbd110e29dcd12dadba50 (KEY)0169317420160000086000600579howshouldsuccessfulbusinessmodelsbeconfiguredresul DE-627 ger DE-627 rakwb eng 650 DE-101 QA 10000 AVZ rvk 85.00 bkl Werani, Thomas verfasserin aut How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results. Nutzungsrecht: © Springer-Verlag Berlin Heidelberg 2016 Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management Freiseisen, Bernhard oth Martinek-Kuchinka, Petra oth Schauberger, Alexander oth Enthalten in Journal of business economics Berlin : Springer, 1924 86(2016), 6, Seite 579-609 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:86 year:2016 number:6 pages:579-609 http://dx.doi.org/10.1007/s11573-015-0795-z Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2149 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4247 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4311 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4320 GBV_ILN_4323 GBV_ILN_4326 GBV_ILN_4329 GBV_ILN_4333 GBV_ILN_4346 QA 10000 85.00 AVZ AR 86 2016 6 579-609
allfieldsGer	10.1007/s11573-015-0795-z doi PQ20160815 (DE-627)OLC198047074X (DE-599)GBVOLC198047074X (PRQ)c1148-449d0085027fa1448043a74b6b55d868048cb7946ebbfbd110e29dcd12dadba50 (KEY)0169317420160000086000600579howshouldsuccessfulbusinessmodelsbeconfiguredresul DE-627 ger DE-627 rakwb eng 650 DE-101 QA 10000 AVZ rvk 85.00 bkl Werani, Thomas verfasserin aut How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results. Nutzungsrecht: © Springer-Verlag Berlin Heidelberg 2016 Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management Freiseisen, Bernhard oth Martinek-Kuchinka, Petra oth Schauberger, Alexander oth Enthalten in Journal of business economics Berlin : Springer, 1924 86(2016), 6, Seite 579-609 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:86 year:2016 number:6 pages:579-609 http://dx.doi.org/10.1007/s11573-015-0795-z Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2149 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4247 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4311 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4320 GBV_ILN_4323 GBV_ILN_4326 GBV_ILN_4329 GBV_ILN_4333 GBV_ILN_4346 QA 10000 85.00 AVZ AR 86 2016 6 579-609
allfieldsSound	10.1007/s11573-015-0795-z doi PQ20160815 (DE-627)OLC198047074X (DE-599)GBVOLC198047074X (PRQ)c1148-449d0085027fa1448043a74b6b55d868048cb7946ebbfbd110e29dcd12dadba50 (KEY)0169317420160000086000600579howshouldsuccessfulbusinessmodelsbeconfiguredresul DE-627 ger DE-627 rakwb eng 650 DE-101 QA 10000 AVZ rvk 85.00 bkl Werani, Thomas verfasserin aut How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models 2016 Text txt rdacontent ohne Hilfsmittel zu benutzen n rdamedia Band nc rdacarrier At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results. Nutzungsrecht: © Springer-Verlag Berlin Heidelberg 2016 Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management Freiseisen, Bernhard oth Martinek-Kuchinka, Petra oth Schauberger, Alexander oth Enthalten in Journal of business economics Berlin : Springer, 1924 86(2016), 6, Seite 579-609 (DE-627)129463663 (DE-600)201074-4 (DE-576)014828944 0044-2372 nnns volume:86 year:2016 number:6 pages:579-609 http://dx.doi.org/10.1007/s11573-015-0795-z Volltext GBV_USEFLAG_A SYSFLAG_A GBV_OLC SSG-OLC-WIW SSG-OPC-FOR GBV_ILN_11 GBV_ILN_22 GBV_ILN_24 GBV_ILN_26 GBV_ILN_30 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_69 GBV_ILN_70 GBV_ILN_78 GBV_ILN_110 GBV_ILN_118 GBV_ILN_130 GBV_ILN_132 GBV_ILN_138 GBV_ILN_140 GBV_ILN_147 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_160 GBV_ILN_161 GBV_ILN_164 GBV_ILN_185 GBV_ILN_186 GBV_ILN_187 GBV_ILN_207 GBV_ILN_213 GBV_ILN_230 GBV_ILN_267 GBV_ILN_617 GBV_ILN_640 GBV_ILN_2005 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2016 GBV_ILN_2018 GBV_ILN_2035 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2062 GBV_ILN_2106 GBV_ILN_2108 GBV_ILN_2113 GBV_ILN_2118 GBV_ILN_2122 GBV_ILN_2149 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2206 GBV_ILN_2351 GBV_ILN_4012 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4247 GBV_ILN_4251 GBV_ILN_4266 GBV_ILN_4277 GBV_ILN_4302 GBV_ILN_4311 GBV_ILN_4314 GBV_ILN_4318 GBV_ILN_4320 GBV_ILN_4323 GBV_ILN_4326 GBV_ILN_4329 GBV_ILN_4333 GBV_ILN_4346 QA 10000 85.00 AVZ AR 86 2016 6 579-609
language	English
source	Enthalten in Journal of business economics 86(2016), 6, Seite 579-609 volume:86 year:2016 number:6 pages:579-609
sourceStr	Enthalten in Journal of business economics 86(2016), 6, Seite 579-609 volume:86 year:2016 number:6 pages:579-609
format_phy_str_mv	Article
institution	findex.gbv.de
topic_facet	Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management
dewey-raw	650
isfreeaccess_bool	false
container_title	Journal of business economics
authorswithroles_txt_mv	Werani, Thomas @@aut@@ Freiseisen, Bernhard @@oth@@ Martinek-Kuchinka, Petra @@oth@@ Schauberger, Alexander @@oth@@
publishDateDaySort_date	2016-01-01T00:00:00Z
hierarchy_top_id	129463663
dewey-sort	3650
id	OLC198047074X
language_de	englisch
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author	Werani, Thomas
spellingShingle	Werani, Thomas ddc 650 rvk QA 10000 bkl 85.00 misc Operations Management misc M10 misc Qualitative Comparative Analysis (QCA) misc M21 misc Business model configuration misc Organization misc Business Taxation/Tax Law misc O31 misc Human Resource Management misc Business model transformation misc Accounting/Auditing misc Business model innovation misc Business model misc Business and Management, general misc Business and Management How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models
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topic_title	650 DE-101 QA 10000 AVZ rvk 85.00 bkl How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models Operations Management M10 Qualitative Comparative Analysis (QCA) M21 Business model configuration Organization Business Taxation/Tax Law O31 Human Resource Management Business model transformation Accounting/Auditing Business model innovation Business model Business and Management, general Business and Management
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title	How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models
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title_full	How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models
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title_sort	how should successful business models be configured? results from an empirical study in business-to-business markets and implications for the change of business models
title_auth	How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models
abstract	At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results.
abstractGer	At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results.
abstract_unstemmed	At the present moment there are no results that have been established on a wider empirical basis on how successful business models should be configured. On the conceptual level, the authors further develop the Business Model Canvas of Osterwalder and Pigneur (Business Model Generation: Ein Handbuch für Visionäre, Spielveränderer und Herausforderer. Campus, Frankfurt am Main, 2011) against the backdrop of a well-founded and practice-oriented understanding of the business model concept. On the empirical level, which is based on the revised Business Model Canvas, the paper examines the relationship between business model configurations and corporate success, using companies in business-to-business markets as examples. The identification of successful business models rests upon the Qualitative Comparative Analysis (QCA), which can model complex causalities. The results show that there are 14 business model configurations that represent sufficient conditions for the success of a company in terms of sales profitability. Six of these configurations can be interpreted as key paths to corporate success and reflect the value disciplines of Treacy and Wiersema (Harv Bus Rev 71(1):84–93, 1993). Consequences regarding the change of business models can be derived from the empirical results.
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title_short	How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models
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How should successful business models be configured? Results from an empirical study in business-to-business markets and implications for the change of business models

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