The Business Models’ Value Dimensions: An Analytical Tool

Detalhes bibliográficos
Autor(a) principal: Salum, Fabian Ariel
Data de Publicação: 2019
Outros Autores: Coleta, Karina Garcia, Rodrigues, Dalila Pereira, Lopes, Humberto Elias Garcia
Tipo de documento: Artigo
Idioma: eng
Título da fonte: Revista Ibero Americana de Estratégia - RIAE
Texto Completo: https://periodicos.uninove.br/riae/article/view/15937
Resumo: Objective: This paper provides a comparative analysis of the frameworks of business models in the light of  value dimensions that go beyond traditional approaches to value creation and capture. Method: This is a theoretical essay based on propositions of business model framework designs from an inside-out and outside-in perspectives of business strategy. The three business model frameworks chosen were the Choices/Consequences (Casadesus-Masanell Ricart, 2007), the RCOV (Demil Lecocq, 2010), and the Business Model Canvas (Osterwalder Pigneur, 2011). Originality/Relevance: Different frameworks have been proposed to describe the components of business models. However, a critical review carried out by Massa, Afuah and Tucci (2017 p. 97) emphasised that the specialised literature lacks “information necessary to understand their relative merits”. To address this conceptual gap, we argue that both practical and academic debates will benefit from the comparative analysis of these tools herein conducted, as well as from a managerial proposition that relates components theoretically consistent and empirically aligned with value generation. Results: The three business model frameworks were analysed and blended into another proposition focused on value’s dimensions. Contribution: Besides the BM frameworks’ comparison, the essay additionally contributes by the proposition of a tool that constitutes an alternative to both practical and academic use. The new proposition is called ‘(the) value of choices’ (VoC) framework. It points out – but is not limited to – the value offering architecture and enables strategic analysts to keep focus on a broad range of value outcomes: created value, appropriated value, generative value, and distributed value. 
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spelling The Business Models’ Value Dimensions: An Analytical ToolCompetitive Strategy; Business ModelBusiness Model Framework; Value; Value Creation; Generative Value; Distributed ValueObjective: This paper provides a comparative analysis of the frameworks of business models in the light of  value dimensions that go beyond traditional approaches to value creation and capture. Method: This is a theoretical essay based on propositions of business model framework designs from an inside-out and outside-in perspectives of business strategy. The three business model frameworks chosen were the Choices/Consequences (Casadesus-Masanell Ricart, 2007), the RCOV (Demil Lecocq, 2010), and the Business Model Canvas (Osterwalder Pigneur, 2011). Originality/Relevance: Different frameworks have been proposed to describe the components of business models. However, a critical review carried out by Massa, Afuah and Tucci (2017 p. 97) emphasised that the specialised literature lacks “information necessary to understand their relative merits”. To address this conceptual gap, we argue that both practical and academic debates will benefit from the comparative analysis of these tools herein conducted, as well as from a managerial proposition that relates components theoretically consistent and empirically aligned with value generation. Results: The three business model frameworks were analysed and blended into another proposition focused on value’s dimensions. Contribution: Besides the BM frameworks’ comparison, the essay additionally contributes by the proposition of a tool that constitutes an alternative to both practical and academic use. The new proposition is called ‘(the) value of choices’ (VoC) framework. It points out – but is not limited to – the value offering architecture and enables strategic analysts to keep focus on a broad range of value outcomes: created value, appropriated value, generative value, and distributed value. Universidade Nove de Julho - UNINOVE2019-07-25info:eu-repo/semantics/articleinfo:eu-repo/semantics/publishedVersionapplication/pdfhttps://periodicos.uninove.br/riae/article/view/1593710.5585/ijsm.v18i3.2777Revista Ibero-Americana de Estratégia; Vol 18, No 3 (2019): July/September; 438-459Revista Ibero-Americana de Estratégia; Vol 18, No 3 (2019): July/September; 438-4592176-0756reponame:Revista Ibero Americana de Estratégia - RIAEinstname:Revista Ibero-Americana de Estratégia (RIAE)instacron:RIEOEIenghttps://periodicos.uninove.br/riae/article/view/15937/7787Copyright (c) 2019 Iberoamerican Journal of Strategic Managementhttps://creativecommons.org/licenses/by-nc-sa/4.0info:eu-repo/semantics/openAccessSalum, Fabian ArielColeta, Karina GarciaRodrigues, Dalila PereiraLopes, Humberto Elias Garcia2020-05-19T14:58:42Zoai:https://periodicos.uninove.br:article/15937Revistahttps://periodicos.uninove.br/riaePRIhttps://periodicos.uninove.br/riae/oai||bennycosta@yahoo.com.br2176-07562176-0756opendoar:2020-05-19T14:58:42Revista Ibero Americana de Estratégia - RIAE - Revista Ibero-Americana de Estratégia (RIAE)false
dc.title.none.fl_str_mv The Business Models’ Value Dimensions: An Analytical Tool
title The Business Models’ Value Dimensions: An Analytical Tool
spellingShingle The Business Models’ Value Dimensions: An Analytical Tool
Salum, Fabian Ariel
Competitive Strategy; Business Model
Business Model Framework; Value; Value Creation; Generative Value; Distributed Value
title_short The Business Models’ Value Dimensions: An Analytical Tool
title_full The Business Models’ Value Dimensions: An Analytical Tool
title_fullStr The Business Models’ Value Dimensions: An Analytical Tool
title_full_unstemmed The Business Models’ Value Dimensions: An Analytical Tool
title_sort The Business Models’ Value Dimensions: An Analytical Tool
author Salum, Fabian Ariel
author_facet Salum, Fabian Ariel
Coleta, Karina Garcia
Rodrigues, Dalila Pereira
Lopes, Humberto Elias Garcia
author_role author
author2 Coleta, Karina Garcia
Rodrigues, Dalila Pereira
Lopes, Humberto Elias Garcia
author2_role author
author
author
dc.contributor.author.fl_str_mv Salum, Fabian Ariel
Coleta, Karina Garcia
Rodrigues, Dalila Pereira
Lopes, Humberto Elias Garcia
dc.subject.por.fl_str_mv Competitive Strategy; Business Model
Business Model Framework; Value; Value Creation; Generative Value; Distributed Value
topic Competitive Strategy; Business Model
Business Model Framework; Value; Value Creation; Generative Value; Distributed Value
description Objective: This paper provides a comparative analysis of the frameworks of business models in the light of  value dimensions that go beyond traditional approaches to value creation and capture. Method: This is a theoretical essay based on propositions of business model framework designs from an inside-out and outside-in perspectives of business strategy. The three business model frameworks chosen were the Choices/Consequences (Casadesus-Masanell Ricart, 2007), the RCOV (Demil Lecocq, 2010), and the Business Model Canvas (Osterwalder Pigneur, 2011). Originality/Relevance: Different frameworks have been proposed to describe the components of business models. However, a critical review carried out by Massa, Afuah and Tucci (2017 p. 97) emphasised that the specialised literature lacks “information necessary to understand their relative merits”. To address this conceptual gap, we argue that both practical and academic debates will benefit from the comparative analysis of these tools herein conducted, as well as from a managerial proposition that relates components theoretically consistent and empirically aligned with value generation. Results: The three business model frameworks were analysed and blended into another proposition focused on value’s dimensions. Contribution: Besides the BM frameworks’ comparison, the essay additionally contributes by the proposition of a tool that constitutes an alternative to both practical and academic use. The new proposition is called ‘(the) value of choices’ (VoC) framework. It points out – but is not limited to – the value offering architecture and enables strategic analysts to keep focus on a broad range of value outcomes: created value, appropriated value, generative value, and distributed value. 
publishDate 2019
dc.date.none.fl_str_mv 2019-07-25
dc.type.none.fl_str_mv

dc.type.driver.fl_str_mv info:eu-repo/semantics/article
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dc.identifier.uri.fl_str_mv https://periodicos.uninove.br/riae/article/view/15937
10.5585/ijsm.v18i3.2777
url https://periodicos.uninove.br/riae/article/view/15937
identifier_str_mv 10.5585/ijsm.v18i3.2777
dc.language.iso.fl_str_mv eng
language eng
dc.relation.none.fl_str_mv https://periodicos.uninove.br/riae/article/view/15937/7787
dc.rights.driver.fl_str_mv Copyright (c) 2019 Iberoamerican Journal of Strategic Management
https://creativecommons.org/licenses/by-nc-sa/4.0
info:eu-repo/semantics/openAccess
rights_invalid_str_mv Copyright (c) 2019 Iberoamerican Journal of Strategic Management
https://creativecommons.org/licenses/by-nc-sa/4.0
eu_rights_str_mv openAccess
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dc.publisher.none.fl_str_mv Universidade Nove de Julho - UNINOVE
publisher.none.fl_str_mv Universidade Nove de Julho - UNINOVE
dc.source.none.fl_str_mv Revista Ibero-Americana de Estratégia; Vol 18, No 3 (2019): July/September; 438-459
Revista Ibero-Americana de Estratégia; Vol 18, No 3 (2019): July/September; 438-459
2176-0756
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