Business Model Literature Overview

Author/s Ales Novak
Publishing Year 2014 Issue 2014/1 Language English
Pages 52 P. 79-130 File size 468 KB
DOI 10.3280/FR2014-001004
DOI is like a bar code for intellectual property: to have more infomation click here

Below, you can see the article first page

If you want to buy this article in PDF format, you can do it, following the instructions to buy download credits

Article preview

FrancoAngeli is member of Publishers International Linking Association, Inc (PILA), a not-for-profit association which run the CrossRef service enabling links to and from online scholarly content.

The term ?business model' has recently attracted increased attention in the context of financial reporting and was formally introduced into the IFRS literature when IFRS 9 Financial Instruments was published in November 2009. However, IFRS 9 did not fully define the term ‘business model’. Furthermore, the literature on business models is quite diverse. It has been conducted in largely isolated fashion; therefore, no generally accepted definition of ?business model' has emerged. Therefore, a better understanding of the notion itself should be developed before further investigating its potential role within financial reporting. The aim of this paper is to highlight some of the perceived key themes and to identify other bases for grouping/organizing the literature based on business models. The contributions this paper makes to the literature are twofold: first, it complements previous review papers on business models; second, it contains a clear position on the distinction between the notions of the business model and strategy, which many authors identify as a key element in better explaining and communicating the notion of the business model. In this author’s opinion, the term ‘strategy’ is a dynamic and forward-looking notion, a sort of directional roadmap for future courses of action, whereas, ‘business model’ is a more static notion, reflecting the conceptualisation of the company’s underlying core business logic. The conclusion contains the author’s thoughts on the role of the business model in financial reporting.�

Keywords: Business model; literature overview; meaning of the term; strategy

  1. Chesbrough H.W. (2007), Business model innovation: it’s not just about technology any more, Strategy & Leadership, 35(6), pp. 12-17, DOI: 10.1108/10878570710833714
  2. Al-Debei M.M. and Avison D. (2010), Developing a unified framework of the business model concept, European Journal of Information Systems, 19, pp. 359-376, DOI: 10.1057/ejis.2010.21
  3. Achtenhagen L., Melin L. and Naldi L. (2013), Dynamics of business models – strategizing, critical capabilities and activities for sustained value creation, Long Range Planning, 46(6), pp. 427-442, DOI: 10.1016/j.lrp.2013.04.002
  4. Afuah A. and Tucci C. (2001), Internet Business Models and Strategies: Text and Cases, 2nd Edition (Boston, MA: McGraw Hill).
  5. Amit R. and Zott C. (2001), Value creation in e-business, Strategic Management Journal, 22(6), pp. 493-520, DOI: 10.1002/smj.187
  6. Andersson T., Haslam C., Lee E., Katechos G. and Tsitsianis N. (2010), Corporate strategy financialized: conjuncture, arbitrage and earnings capacity in the S&P500, Accounting Forum, 34(3-4), pp. 211-221. DOI: 10.1016/j.accfor.2010.08.002
  7. Andries P. and Debackere K. (2007), Adaptation and performance in new businesses: understanding the moderating effects of independence and industry, Small Business Economics, 29(1-2), pp. 81-99, DOI: 10.1007/s11187-005-5640-2
  8. Applegate L.M. (2001), E-business models: Making sense of the Internet business landscape in G. Dickson, W. Gary and G. DeSanctis (eds), Information Technology and the Future Enterprise: New Models for Managers (Upper Saddle River, NJ: Prentice Hall).
  9. Arend R.J. (2013), The business model: Present and future – beyond a skeumorph, Strategic Organization, 11(4), pp. 390-402, DOI: 10.1177/1476127013499636
  10. Arthur J., Waring M., Coe R. and Hedges L.V. (2013), Research Methods & Methodologies in Education (London, UK: SAGE Publications).
  11. Chesbrough H.W. (2007), Why companies should have open business models, MIT Sloan Management Review, 48(2), pp. 22-28.
  12. Aspara J., Lamberg J.-A., Laukia A. and Tikkanen H. (2013), Corporate business model transformation and inter-organizational cognition: The case of Nokia, Long Range Planning, 46(6), pp. 459-475, DOI: 10.1016/j.lrp.2011.06.001
  13. Baden-Fuller C. and Haefliger S. (2013), Business models and technological innovation, Long Range Planning, 46(6), pp. 419-426, DOI: 10.1177/1476127013510112
  14. Baden-Fuller C. and Mangematin V. (2013), Business models: A challenging agenda, Strategic Organization, 11(4), pp. 418-427, DOI: 10.1177/1476127013510112
  15. Baden-Fuller C. and Morgan M.S. (2010), Business models as models, Long Range Planning, 43(2-3), pp. 156-171, DOI: 10.1016/j.lrp.2010.02.005
  16. Bambury P. (1998), A taxonomy of Internet commerce, First Monday, 3(10).
  17. Bank for International Settlements (2012), Fundamental Review of the Trading Book, consultative document. [online] (Basel, CH: Bank for International Settlements),
  18. Barabba V., Huber C. et al. (2002), A multimethod approach for creating new business models: The General Motors OnStar project, Interfaces, 32(1), pp. 20-34, DOI: 10.1287/inte.
  19. Barreto I. (2010), Dynamic capabilities: a review of past research and an agenda for the future, Journal of Management, 36(1), pp. 256-280, DOI: 10.1177/0149206309350776
  20. Barney J. (1991), Firm resources and sustained competitive advantage, Journal of Management, 17(1), pp. 99-120, DOI: 10.1177/014920639101700108
  21. Beattie V. and Smith S.J. (2013), Value creation and business models: Refocusing the intellectual capital debate, The British Accounting Review, 45(4), pp. 243-254, DOI: 10.1016/
  22. Benson-Rea M., Brodie R.J. and Sima H. (2013), The plurality of co-existing business models: investigating the complexity of value drivers, Industrial Marketing Management, 42, pp. 717-729, DOI: 10.1016/j.indmarman.2013.05.011.
  23. Bellman R., Clark C., Malcolm D.G., Craft C.J. and Ricciardi F.M. (1957), On the construction of a multi-stage, multi-person business game, Operations Research, 5(4), pp. 469-503,
  24. Boulton R.E.S. and Libert B.D. (2000), A business model for the new economy, Journal of Business Strategy, 21(4), pp. 29-35, DOI: 10.1108/eb040102
  25. Bukh P.N. (2003), Commentary: the relevance of intellectual capital disclosure: a paradox?, Accounting, Auditing & Accountability Journal, 16(1), pp. 49-56.
  26. Bustinza O.F., Vendrell-Herrero F. and Parry G. (2013), Music business models and piracy, Industrial Management and Data Systems, 113(1-2), pp. 4-22.
  27. Cappelli P. (2009), The future of the US business model and the rise of competitors, The Academy of Management Perspectives, 23 (2), pp. 5-10.
  28. Capezuti E.A., Bricolli B. and Boltz M.P. (2013), Nurses Improving the Care of Healthsystem Elders: Creating a Sustainable Business Model to Improve Care of Hospitalized Older Adults, Journal of the American Geriatrics Society, 61(8), pp. 1387-1393, DOI: 10.1111/jgs.12324
  29. Casadesus-Masanell R. and Ricart J.E. (2010), From strategy to business models and onto tactics, Long Range Planning, 43, pp. 195-215, DOI: 10.1016/j.lrp.2010.01.004
  30. Cavalcante S., Kesting P. and Ulhoi J. (2011), Business model dynamics and innovation: (re)establishing the missing linkages, Management decision, 49(7-8), pp. 1327-1342, DOI: 10.1108/00251741111163142
  31. Chatterjee S. (2013), Simple rules for designing business models, California Management Review, 55(2), pp. 97-124, DOI: 10.1525/cmr.2013.55.2.97
  32. Chesbrough H.W. and Rosenbloom R.S. (2002), The role of the business model in capturing value from innovation: Evidence from Xerox Corporation’s technology spin-off companies, Industrial and Corporate Change, 11(3), pp. 529-555,
  33. Cinquini L. and Tenucci A. (2011), Business model in management commentary and the links with management accounting, Financial Reporting, Special Issue, pp. 41-59.
  34. DaSilva C.M. and Trkman P. (2013), Business model: What it is and what it is not, Long Range Planning, article in press, DOI: 10.1016/j.lrp.2013.08.004
  35. Deloitte (2012), Governance in focus: describing your strategy and business model. [online]
  36. Demil B. and Lecocq X. (2010), Business model evolution: In search of dynamic consistency, Long Range Planning, 43(2-3), pp 227-246, DOI: 10.1016/j.lrp.2010.02.004
  37. Dierickx I. and Cool K. (1989), Asset stock accumulation and sustainability of competitive advantage, Management Science, 35(12), pp. 1504-1511,
  38. Eckhardt J.T. (2013), Opportunities in business model research, Strategic Organization, 11(4), pp. 412-417, DOI: 10.1177/1476127013511059
  39. EFRAG – European Financial Reporting Advisory Group (2013) Exposure Draft Classification and Measurement: Limited Amendments to IFRS 9 – Comment letter. [online] (Brussels: EFRAG),
  40. EFRAG – European Financial Reporting Advisory Group (2013) The role of the business models in financial reporting – Bulletin. [online] (Brussels: EFRAG, ANC, OIC, DRSC, FRC),
  41. EFRAG – European Financial Reporting Advisory Group (2013) The role of the business models in financial statements – Research Paper. [online] (Brussels: EFRAG, ANC, FRC),
  42. Eyring M.J., Johnson M.W. and Nair H. (2011), New business models in emerging markets, Harvard Business Review, 89(1), pp. 88-95.
  43. Faucher-King F. (2008), The “modernization” of the labour party, 1994-2007: the successes and difficulties of importing the business model in politics, Politix, 21(81), p. 125.
  44. Fairclough N. (2003), Analysing Discourse. (New York: Routledge).
  45. Ferry A. (2010), What Business Model for Development in Rare Diseases? Economic Interest Versus Social Responsibility? (Paris: Presse Médicale).
  46. Foucault M. (1982), The Archaeology of Knowledge and the Discourse on Language (New York: Pantheon Books).
  47. Francis D. and Bessant J. (2005), Targeting innovation and implications for capability development, Technovation, 25(3), pp. 171-183, DOI: 10.1016/j.technovation.2004.03.004
  48. FRC – Financial Reporting Council (2013), Staff Guidance Note: The Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013 – Key Facts. [online] (London: FRC) pdf.
  49. Fülbier R.U., Hitz, J.-M. and Sellhorn T. (2009), Relevance of academic research and researchers’ role in the IASB’s financial reporting standard setting, Abacus, 45(4), pp. 455-492, DOI: 10.1111/j.1467-6281.2009.00300.x
  50. Gambardella A. and McGahan A.M. (2010), Business model innovation: general purpose technologies and their implications for industry structure, Long Range Planning, 43(2-3), pp. 262-271, DOI: 10.1016/j.lrp.2009.07.009
  51. George G. and Bock A. (2011), The business model in practice and its implications for entrepreneurship research, Entrepreneurship Theory and Practice, 35(1), pp. 83-111, DOI: 10.1111/j.1540-6520.2010.00424.x
  52. Giunta F., Bambagiotti-Alberti L. and Verruchi F. (2010), Business model disclosure: Evidence from annual reports of Italian listed companies, International Journal of Business & Economics, 10(1), pp. 39-51.
  53. Gordijn J. (2002), Value-based requirements engineering – exploring innovative e-Commerce ideas, Ph.D. Dissertation, Vrije Universiteit Amsterdam.
  54. Hamel G. (2000), Leading the Revolution (Boston, MA: Harvard Business School Press).
  55. Hedman J. and Kalling T. (2003), The business model concept: theoretical underpinnings and empirical illustrations, European Journal of Information Systems, 12, pp. 49-59, DOI: 10.1057/palgrave.ejis.3000446
  56. IASB – International Accounting Standards Board (2012), Exposure Draft ED/2012/4 Classification and Measurement: Limited Amendments to IFRS 9 (proposed amendments to IFRS 9 (2010)) [online] (London: IFRS Foundation).
  57. IASB – International Accounting Standards Board (2013), International Financial Reporting Standards – IFRS (London: IFRS Foundation).
  58. ICAEW – Institute of Chartered Accountants of England and Wales (2010), Business models in accounting: the theory of the firm and financial reporting. [online] (London: ICAEW),
  59. IIRC – International Integrated Reporting Council (2013), Business model – background paper for integrated reporting. [online] (IIRC),
  60. IIRC – International Integrated Reporting Council (2013) Consultation draft of the international integrated reporting framework. [online] (IIRC), Framework.pdf.
  61. Johnson M.W., Christensen C.M. and Kagermann H. (2008), Reinventing your business model, Harvard Business Review, December, pp. 59-68.
  62. Jones G.M. (1960), Educators, electrons, and business models: a problem in synthesis, Accounting Review, 35(4), pp. 619-626.
  63. Keen P. and Qureshi S. (2006), Organizational transformation through business models: a framework for business model design, Proceedings of the 39th Hawaii International Conference on System Sciences 2006.
  64. Kelly K. (1998), New rules for a new economy: 10 Radical strategies for a connected world (New York: Penguin Books).
  65. Kraemer K.L., Dedrick J. and Yamashiro S. (2000), Redefining and extending the business model with information technology: Dell Computer Corporation, The Information Society, 16, pp. 5-21,
  66. Kraaijenbrink J., Spender J.-C., and Groen A.J. (2010), The resource-based view: a review and assessment of its critiques, Journal of Management, 36(1), pp. 349-372, DOI: 10.1177/0149206309350775
  67. Lai R., Weill P. and Malone T. (2006), Do business models matter? [online] (Boston, MA: MIT),
  68. Lambert S. and Davidson R. (2013), Application of the business model in studies of enterprise success, innovation and classification: An analysis of empirical research from 1996 to 2010, European Management Journal, 31(6), pp. 668-681, DOI: 10.1016/j.emj.2012.07.007
  69. Lawton T.C. and Solomko S. (2005), When being the lowest cost is not enough: Building a successful low-fare airline business model in Asia, Journal of Air Transport Management, 11(6), pp. 355-362, DOI: 10.1016/j.jairtraman.2005.03.001
  70. Leisenring J., Linsmeier T., Schipper C. and Trott E. (2012), Business-model (intent)-based accounting, Accounting and Business Research, 42(3), pp. 329-344, DOI: 10.1080/00014788.2012.681860
  71. Linder J. and Cantrell S. (2001), What makes a good business model anyway? Can yours stand the test of change?, Outlook point of view, Accenture Institute for Strategic Change.
  72. Lohman G. and Koo T.T.R. (2013), The airline business model spectrum, Journal of Air Transport, 31, pp. 7-9, DOI: 10.1016/j.jairtraman.2012.10.005
  73. Ludewig J. (2003), Models in software engineering – an introduction, Software and System Modeling, 2(3), pp. 5-14, DOI: 10.1007/s10270-003-0020-3.
  74. MacInnes, I., Moneta J, Caraballo J. and Sarni D.(2002), Business models for mobile content: the case of M-Games, Electronic Markets, 12(4), pp. 218-227, DOI: 10.1080/101967802762553477
  75. Magretta J. (2002), Why business models matter, Harvard Business Review, 80(5), pp. 86-92.
  76. Mahadevan B. (2000), Business models for internet-based e-commerce: an anatomy, California Management Review, 42(4), pp. 55-69, DOI: 10.2307/41166053
  77. Malone T.W., Weill P., Lai R.K., D’Urso V.T., Herman G., Apel T.G. and Woerner S.L. (2006), Do some business models perform better than other? MIT Sloan Research Paper No. 4615-06, May 18.
  78. Manafy M. (2006), Time for a business-model remix? Music distribution in the wake of the Sony BMG DRM debacle, EContent-Digital Content Strategies and Resources, 29(1), pp. 8-10.
  79. Mansfield G.M. and Fourie L.C.H. (2004), Strategy and business models – strange bedfellows? A case for convergence and its evolution into strategic architecture, South African Journal of Business Management, 35(1), pp. 35-44.
  80. Mason K. and Spring M. (2011), The sites and practices of business models, Industrial Marketing Management, 40(6), pp. 1032-1041, DOI: 10.1016/j.indmarman.2011.06.032
  81. Mintzberg H. (1978), Patterns in strategy formation, Management Science, 24, pp. 934-948, DOI: 10.1287/mnsc.24.9.934
  82. Mintzberg H. (1994), The Rise and Fall of Strategic Planning (Englewood Cliffs, NJ: Prentice-Hall International).
  83. Mintzberg H. and Waters J.A. (1982), Tracking strategy in an entrepreneurial firm, Academy of Management Journal, 25(3), pp. 465-499, DOI: 10.2307/256075
  84. Morris M., Schindehutte M. and Allen J. (2005), The entrepreneur’s business model: towards a unified perspective, Journal of Business Research, 58(6), pp. 726-735, DOI: 10.1016/j.jbusres.2003.11.001
  85. Muller P.A., Fondement F., Baudry B. and Combemale B. (2012), Modeling modeling modeling, Software and System Modeling, 11(3), pp. 347-359, DOI: 10.1007/s10270-010-0172-x
  86. Nielsen C. and Bukh P.N. (2011), What constitutes a business model: the perception of financial analysts, International Journal of Learning and Intellectual Capital, 8(3), pp. 256-271, DOI: 10.1504/IJLIC.2011.041072
  87. Normann R. (1979), Management for growth (Chichester, UK: John Wiley & Sons).
  88. Onetti A., Zucchella A., Jones M. and McDougall-Covin P. (2012), Internationalization, innovation and entrepreneurship: business models for new technology-based firms, Journal of Management Governance, 16(3), pp. 337-368, DOI: 10.1007/s10997-010-9154-1
  89. Osterwalder A. (2004), The business model ontology – a proposition in a design science approach, Ph.D. dissertation, University of Lausanne.
  90. Osterwalder A., Pigneur Y. and Tucci C.L. (2005), Clarifying business models: origins, present and future of the concept, Communications of the Association for Information Systems, 15, pp. 1-38.
  91. Osterwalder A. and Pigneur Y. (2013), Designing business models and similar strategic objects: the contribution of IS, Journal of Association for Information Systems, 14(5), pp. 237-244.
  92. Peng M.W., Sun S.L. Pinkham B. and Cheh H. (2009), The institution-based view as a third leg of a strategy tripod, Academy of Management Perspectives, 23(3), pp. 63-81, DOI: 10.5465/AMP.2009.43479264
  93. Peteraf M.A. (1993), The cornerstones of competitive advantage: A resource-based view, Strategic Management Journal, 14(3), pp. 179-191, DOI: 10.1002/smj.4250140303
  94. Petrovic O., Kittl C. and Teksten R.D. (2001), Developing business models for e-business. Paper presented at the International Conference on Electronic Commerce 2001, Vienna.
  95. Philippidis A. (2011), Crafting a robust business model for orphan drug development, Human Gene Therapy, 22(7), pp. 781-783.
  96. Porter M.E. (1980), Competitive Strategy (New York: Free Press).
  97. Porter M.E. (1985), Competitive Advantage (New York: Free Press).
  98. Porter M.E. (1991), Towards a dynamic theory of strategy, Strategic Management Journal, 12(S), pp. 95-119, DOI: 10.1002/smj.4250121008
  99. Porter M.E. (1996), What is strategy, Harvard Business Review, 74(5), pp. 1-22,
  100. Porter M.E. (2001), Strategy and the Internet, Harvard Business Review, 79(2), pp. 63-78.
  101. Procter A. (2004), Music Lessons: Disruptive Technologies Signal Change for the Established Business Model, Retrieved from http://www.pulpandpapercanada. com/news/music-lessons/1000159609.
  102. Procter A. (2005), The Southwest Airlines Message: Where is Paper’s New Competitive Business Model? jPulp and Paper Canada. Retrieved from:
  103. Rappa M. (2001), Managing the digital enterprise – business models on the Web. [online], (Raleigh: North Carolina State University),
  104. Rappa M. (2004), The utility business model and the future of computing services, IBM Systems Journal, 43(1), pp. 32-43, DOI: 10.1147/sj.431.0032
  105. Richardson J. (2008), The business model: an integrative framework for strategy execution, Strategic Change, 17(5/6), pp. 133-144, DOI: 10.1002/jsc.821
  106. Rothenberg J. (1989), The nature of modeling in L.E. Widman, K.A. Loparo, N.R. Nielsen (eds), AI, Simulation and Modeling, pp. 75-92 (New York: John Wiley and Sons).
  107. Schlein C.L. (2013), The pediatric intensive care unit business model, Pediatric Clinics of North America, 60(3), pp. 593-604, DOI: 10.1016/j.pcl.2013.02.003
  108. Shafer S.M., Smith H.J. and Linder J.C. (2005), The power of business models, Business Horizons, 48(3), pp. 199-207, DOI: 10.1016/j.bushor.2004.10.014.
  109. Shi Y. and Manning T. (2009), Understanding business models and business model risks, The Journal of Private Equity, Spring, pp. 49-59, DOI: 10.3905/JPE.2009.12.2.049
  110. Shubar A. and Lechner U. (2004), The public WLAN market and its business models – an empirical study, Proceedings of the 17th Bled eCommerce Conference.
  111. Singleton-Green B. (2012), Should financial reporting reflect firm’s business models? What accounting can learn from the economic theory of the firm, Journal of Management and Governance, October, DOI: 10.1007/s10997-012-9240-7
  112. Sovinc A. (2009), Secovlje salina nature park, Slovenia – new business model for preservation of wetlands at risk. Global NEST, The International Journal 11(2), pp. 19-23.
  113. Spender J.C., Bednarz-Lucewska P., Bordianu A. and Rohaert S. (2013), Intangibles: theory, categories, and the Kozminski matrix, Knowledge Management Research & Practice, 11(1), pp. 101-111, DOI: 10.1057/kmrp.2013.10
  114. Stähler P. (2002), Business models as a unit of analysis for strategizing, Proceedings of the 1st International Workshop on Business Models.
  115. Steinmüller W. (1993), “Informationstechnologie und Gesellschaft: Einführung in die Angewandte Informatik”, Wissenschaftliche Buchgesellschaft, Darmstadt.
  116. Stefanovic I. and Milosevic D. (2012), On conceptual differentiation and integration of strategy and business model, Zbornik Radova Ekonomskog Fakulteta Rijeka, 30(1), pp. 141-161.
  117. Swatman P.M.C., Krueger C. and Van Der Beek K. (2006), The changing digital content landscape: an evaluation of e-business model development in European online news and music, Internet Research, 16(1), pp. 53-80, DOI: 10.1108/1066224061064254
  118. Tapscott D.T. (1997), Strategy in the new economy, Strategy & Leadership, 25(6), pp. 8-14, DOI: 10.1108/eb054601
  119. Teece D.J. (1986), Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy, Research Policy, 15(6), pp. 285-305.
  120. Teece D.J. (2010), Business models, business strategy and innovation, Long Range Planning, 43(2-3), pp. 172-194, DOI: 10.1016/j.lrp.2009.07.003
  121. Tretheway M.W. (2004), Distortions of airline revenues: Why the network airline business model is broken, Journal of Air Transport Management, 10 (1), pp. 3-14, DOI: 10.1016/j.jairtraman.2003.10.010
  122. Tikkanen H., Lamberg J.-A., Parvinen P. and Kallunki J.-P. (2005), Managerial cognition, action and the business model of the firm, Management Decision, 43(6), pp. 789-809, DOI: 10.1108/00251740510603565
  123. Timmers P. (1998), Business models for electronic markets, Journal on Electronic Markets, 8(2), pp. 3-8, DOI: 10.1080/10196789800000016
  124. Veit D., Clemons E., Benlian A., Bauxman P., Hess T., Spann M., Kundisch D., Leimeister J.M. and Loss P. (2014), Business models, Business & Information System Engineering, 6(1), pp. 45-53, DOI: 10.1007/s12599-013-0308-y
  125. Venkatraman N. and Henderson J.C. (1998), Real strategies for virtual organizing, Sloan Management Review, 40(1), pp. 33-48.
  126. Weill P. and Vitale M.R. (2001), Place to Space: Migrating to eBusiness Models (Boston, MA: Harvard Business School Press).
  127. Winter S.G. and Szulanski G. (2001), Replication as strategy, Organization Science, 12(6), pp. 730-743,
  128. Yip G. (2004), Using strategy to change your business model, Business Strategy Review, 15(2), pp. 17-24, DOI: 10.1111/j.0955-6419.2004.00308.x
  129. Zambon S. (1996), Accounting and business economics traditions: a missing European connection, European Accounting Review, 5(3), pp. 401-411, DOI: 10.1080/09638189600000026
  130. Zott C. and Amit R. (2007), Business model design and the performance of entrepreneurial firms, Organization Science, 18(2), pp. 181-199,
  131. Zott C. and Amit R. (2010), Business model design: an activity system perspective, Long Range Planning, 43(2-3), pp. 216-226, DOI: 10.1016/j.lrp.2009.07.004
  132. Zott C. and Amit R. (2013), The business model: A theoretically anchored robust construct for strategic analysis, Strategic Organization, 11(4), pp. 4013-411, DOI: 10.1177/1476127013510466
  133. Zott C., Amit R. and Massa L. (2011), The business model: recent developments and future research, Journal of Management, 37(4), pp. 1019-1042, DOI: 10.1177/0149206311406265

  • What drives discretionary loan loss provisions? The role of banks' business model, listing status and COVID-19 crisis in the European banking sector Alessandra Allini, Fiorenza Meucci, Flavio Spagnuolo, Annamaria Zampella, in FINANCIAL REPORTING 2/2023 pp.71
    DOI: 10.3280/FR2023-002003
  • Sustainability and CSR orientation through “Edutainment” in tourism Mara Del Baldo, in International Journal of Corporate Social Responsibility 5/2018
    DOI: 10.1186/s40991-018-0027-2
  • Designing for Digital Transformation. Co-Creating Services with Citizens and Industry Maria J. Pouri, Lorenz M. Hilty, pp.297 (ISBN:978-3-030-64822-0)
  • Nuclear hydrogen production for industrial decarbonization: Creating the business case for the near term Rupsha Bhattacharyya, Krishna Kumar Singh, Ravi Bhushan Grover, Kalyan Bhanja, in International Journal of Energy Research /2022 pp.6929
    DOI: 10.1002/er.7572
  • Investigating the key success factors within business models that facilitate long‐term value creation for sustainability‐focused start‐ups Ioannis P. Christodoulou, Ioannis Rizomyliotis, Kleopatra Konstantoulaki, Simona Alfiero, Sema Hasanago, Francesco Paolone, in Business Ethics, the Environment & Responsibility beer.12681/2024
    DOI: 10.1111/beer.12681
  • The Term “Business Model” in Financial Reporting: Does It Need a Proper Definition? Marco Sorrentino, Margherita Smarra, in Open Journal of Accounting /2015 pp.11
    DOI: 10.4236/ojacct.2015.42002
  • Business Model Disclosures, Market Values, and Earnings Persistence: Evidence From the UK Lorenzo Simoni, Stefan Schaper, Christian Nielsen, in Abacus /2022 pp.142
    DOI: 10.1111/abac.12233
  • The effects of business model regulation on the value relevance of traditional performance measures. Some evidence from UK companies Lorenzo Simoni, Laura Bini, Francesco Giunta, in FINANCIAL REPORTING 1/2019 pp.83
    DOI: 10.3280/FR2019-001003
  • Ecosystems and competition law in theory and practice Michael G Jacobides, Ioannis Lianos, in Industrial and Corporate Change /2021 pp.1199
    DOI: 10.1093/icc/dtab061
  • Smart Analytics, Artificial Intelligence and Sustainable Performance Management in a Global Digitalised Economy Inakshi Kapur, Pallavi Tyagi, Neha Zaidi, pp.1 (ISBN:978-1-80382-556-4)
  • Big, Open and Linked Data Krzysztof Węcel, pp.181 (ISBN:978-3-031-07146-1)
  • Digital business model configurations in the travel industry Mariia Perelygina, Deniz Kucukusta, Rob Law, in Tourism Management 104408/2022 pp.104408
    DOI: 10.1016/j.tourman.2021.104408

Ales Novak, Business Model Literature Overview in "FINANCIAL REPORTING" 1/2014, pp 79-130, DOI: 10.3280/FR2014-001004