BUSINESS MODELS: CONCEPTS, CATEGORIES AND CONSEQUENCES

Management

Speaker:Stefan Haefliger , Professor of Strategic Management and Innovation, Cass Business School
Website: http://www.cass.city.ac.uk/experts/s.haefliger
Date: Wednesday 11 March 2015
Time: 14:00 - 16:00
Location: Pearson Lecture Theatre

Further details

ABSTRACT In this paper, we propose that scientific research and managerial practice on business model design could be advanced by developing a classification system built upon first principles related to how value is created and for whom; and by deriving mutually exclusive and collectively exhaustive business model ideal categories (types) that might be robust to changing context and time. We develop this idea using the network-relational view from sociological-economic literature as a starting point. We identify four categories: work-forhire, product, market-matchmaking, and platform. We explain how these categories can be generative, and that they can be used to shed insights into what is meant by business model innovation and the role of changes in technology; and to improve theorizing, policy and empirical work. Bio In his research and teaching Stefan focuses on co-creation strategies as well as knowledge reuse, creation, and design in innovation processes. Most recent projects include studies in new product development in pharma, exploring categories of business models in technology firms, and the creation of compliance in large banks. Stefan serves as an associate editor for Long Range Planning and his research has appeared in journals such as Management Science, Research Policy, and MIS Quarterly. Prior to joining Cass Business School Stefan worked as a researcher at ETH Zurich where he is currently affiliated as a member of faculty at the Department of Management, Technology, and Economics. He received a master's degree in financial economics and a PhD in management science from the University of St.Gallen in Switzerland. Stefan held visiting positions at Università degli Studi di Trento, MIT, Hitotsubashi and Politecnico di Milano. The strategic implications of knowledge reuse across organizational boundaries inform the corporate use of social software, open design processes in IS, learning from outside peers, the economics of distributed innovation processes, as well as new business models. Stefan’s and his co-authors' work on knowledge reuse and private-collective innovation contributed to a deeper understanding of the development strategies and practices of open source software developers as well as the entrepreneurial consequences of user innovation. The current research agenda focuses on collaborative innovation as a strategy and a social practice centered around technology as material and immaterial artifacts that determine how members in organizations seek and share information, follow or break rules, communicate and build on each others' work, and cultivate motivation to strive for excellence in their work.