Abstract
Building on the extant literature on business modelling and focussing on start-up firms, this article aims at exploring the combination between conventional business model schemes and System Dynamics methodology with the intent to overcome those limitations related to a static design approach. By mapping the multiple key elements underlying value creation processes – linked according to a cause-and-effect perspective – and with the support of a simulation-based methodology, entrepreneurs may experiment and understand how the firm reacts to strategic and organizational changes in terms of performance, innovation and value creation.Riferimenti bibliografici
Alvarez, S.A., & Barney, J.B. (2005). How do entrepreneurs organize firms under conditions of uncertainty?. Journal of Management, 31(5), 776-793. doi: 10.1177/0149206305279486
Amit, R., & Zott, C. (2012). Creating value through business model innovation. Sloan Management Review, 53(3), 41–49.
Andries, P., Debackere, K., & Van Looy, B. (2013). Simultaneous Experimentation as a Learning Strategy: Business Model Development under Uncertainty. Strategic Entrepreneurship Journal, 7(4), 288–310. doi: 10.1002/sej.1170
Bass, F. (1969). A New Product Growth for Model Consumer Durables. Management Science, 15(5), 215–227. Doi: 10.1287/mnsc.15.5.215
Bellman, R., Clark, C.E., Malcolm, D.G., Craft, C.J., & Ricciardi, F.M. (1957). On the construction of a multi-stage, multi-person business game. Operations Research, 5(4), 469-503. Doi: 10.1287/opre.5.4.469
Berends, H., Smits, A., Reymen, I., & Podoynitsyna, K. (2016). Learning while (re)configuring: Business model innovation processes in established firms. Strategic Organization, 14(3), 181–219. doi: 10.1177/1476127016632758
Bianchi, C. (2010). Improving Performance and Fostering Accountability in the Public Sector through System Dynamics Modelling: From an ‘External’ to an ‘Internal’ Perspective. System Research and Behavioral Science, 27(4): 361-384. doi: 10.1002/sres.1038
Bianchi, C. (2016). Dynamic Performance Management. Springer. doi: 10.1007/978-3-319-31845-5
Brinckmann, G., Grichnik, D., & Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of Business Venturing, 25(1), 24-40. doi: 10.1016/j.jbusvent.2008.10.007
Casadesus-Masanell, R., & Ricart, J.E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2), 195-215. doi: 10.1016/j.lrp.2010.01.004
Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43(2), 354-363. doi: 0.1016/j.lrp.2009.07.010
Ching, H.Y., & Fauvel, C. (2013). Criticisms, Variations and Experiences with Business Model Canvas. European Journal of Agriculture and Forestry Research, 1(2), 26-37.
Coda, V. (1988). L’orientamento strategico dell’impresa. Torino: Utet.
Cosenz, F., & Noto, G. (2016). Applying System Dynamics Modelling to Strategic Management: A Literature Review. Systems Research and Behavioral Science. doi: 10.1002/sres.2386
Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures?. Strategic Management Journal, 24(12), 1165–1185. doi: 10.1002/smj.349
Demil, B., & Lecocq, X. (2010). Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning, 43(2/3), 227-246. doi: 10.1016/j.lrp.2010.02.004
Demil, B., Lecocq, X., Ricart, J.E., & Zott, C. (2015). Business models within the domain of strategic entrepreneurship. Strategic Entrepreneurship Journal, 9(1), 1-11. doi: 10.1002/sej.1194
Forrester, J.W. (1961). Industrial Dynamics. Cambridge, MA: MIT Press.
Ghaffarzadegan, N., Lyneis, J., & Richardson, G.P. (2011). How small system dynamics models can help the public policy process. System Dynamics Review, 27(1), 22–44. doi: 10.1002/sdr.442
Groesser, S.N., & Jovy, N. (2015). Business model analysis using computational modeling: a strategy tool for exploration and decision-making. Journal of Management Control. Doi: 10.1007/s00187-015-0222-1
Knight, F.H. (1921). Risk, Uncertainty, and Profit. Boston, MA: Hart, Schaffner & Marx.
Magretta, J. (2002). Why Business Models Matter. Harvard Business Review, 80(4), 86-92.
Malmström, M., & Wincent, J. (2012). Modeling competence acquisition in small firms. International Journal of Entrepreneurship and Innovation Management, 15(1), 131-158. doi: 10.1504/IJEIM.2012.044072
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. doi: 10.1002/sej.1191
McGrath, R.G. (2010). Business models: A discovery driven approach. Long Range Planning, 43(2), 247-261. doi: 10.1016/j.lrp.2009.07.005
Osterwalder, A., Pigneur, Y., & Tucci, C.L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1-25.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. Hoboken: Wiley.
Pisano, P., Pironti, M., & Rieple, A. (2015). Identify Innovative Business Models: Can Innovative Business Models Enable Players to React to Ongoing or Unpredictable Trends?. Entrepreneurship Research Journal, 5(3), 181-199. doi: 10.1515/erj-2014-0032
Reymen, I. M. M. J., Andries, P., Berends, H., Mauer, R., Stephan, U., & Van Burg, E. (2015). Understanding Dynamics of Strategic Decision Making in Venture Creation: A Process Study of Effectuation and Causation. Strategic Entrepreneurship Journal, 9(4), 351–379. doi: 10.1002/sej.1201
Sarasvathy, S.D. (2008). Effectuation: Elements of Entrepreneurial Expertise. Cheltenham, UK: Edward Elgar.
Sterman, J.D. (2000). Business Dynamics: System Thinking and Modelling for a Complex World. London, UK: McGraw-Hill.
Stewart, D. W., & Zhao, Q. (2000). Internet marketing, business models, and public policy. Journal of Public Policy & Marketing, 19(2), 287-296. doi: 10.1509/jppm.19.2.287.17125
Teece, D.J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2), 172-194. doi: 10.1016/j.lrp.2009.07.003
Trimi, S., & Berbegal-Mirabent, J. (2012). Business model innovation in entrepreneurship. International Entrepreneurship and Management Journal, 8(4), 449-465. doi: 10.1007/s11365-012-0234-3
Van Werven, R., Bouwmeester, O., & Cornelissen, J.P. (2015). The power of arguments: How entrepreneurs convince stakeholders of the legitimate distinctiveness of their ventures. Journal of Business Venturing, 30(4), 616–631. doi: 10.1016/j.jbusvent.2014.08.001
Wirtz, B.W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business Models: Origin, Development and Future Research Perspectives. Long Range Planning, 49(1), 36-54. doi: 10.1016/j.lrp.2015.04.001
Wrigley, C., & Straker, K. (2016). Designing innovative business models with a framework that promotes experimentation. Strategy & Leadership, 44(1), 11–19. doi: 10.1108/SL-06-2015-0048
Yin, R.K. (2009). Case Study Research: Design and Methods. 4th ed., Thousand Oaks, CA: Sage.
Zott, C., & Amit, R. (2008). The fit between product market strategy and business model: implications for firm performance. Strategic Management Journal, 29(1), 1 - 26. doi: 10.1002/smj.642
Zott, C., & Amit, R. (2010). Business Model Design: An Activity System Perspective. Long Range Planning, 43(2/3), 216-226. doi: 10.1016/j.lrp.2009.07.004
Zott, C., Amit, R., & Massa, L. (2011). The Business Model: Recent Developments and Future Research. Journal of Management, 37(4), 1019-1042. doi: 10.1177/0149206311406265
Amit, R., & Zott, C. (2012). Creating value through business model innovation. Sloan Management Review, 53(3), 41–49.
Andries, P., Debackere, K., & Van Looy, B. (2013). Simultaneous Experimentation as a Learning Strategy: Business Model Development under Uncertainty. Strategic Entrepreneurship Journal, 7(4), 288–310. doi: 10.1002/sej.1170
Bass, F. (1969). A New Product Growth for Model Consumer Durables. Management Science, 15(5), 215–227. Doi: 10.1287/mnsc.15.5.215
Bellman, R., Clark, C.E., Malcolm, D.G., Craft, C.J., & Ricciardi, F.M. (1957). On the construction of a multi-stage, multi-person business game. Operations Research, 5(4), 469-503. Doi: 10.1287/opre.5.4.469
Berends, H., Smits, A., Reymen, I., & Podoynitsyna, K. (2016). Learning while (re)configuring: Business model innovation processes in established firms. Strategic Organization, 14(3), 181–219. doi: 10.1177/1476127016632758
Bianchi, C. (2010). Improving Performance and Fostering Accountability in the Public Sector through System Dynamics Modelling: From an ‘External’ to an ‘Internal’ Perspective. System Research and Behavioral Science, 27(4): 361-384. doi: 10.1002/sres.1038
Bianchi, C. (2016). Dynamic Performance Management. Springer. doi: 10.1007/978-3-319-31845-5
Brinckmann, G., Grichnik, D., & Kapsa, D. (2010). Should entrepreneurs plan or just storm the castle? A meta-analysis on contextual factors impacting the business planning–performance relationship in small firms. Journal of Business Venturing, 25(1), 24-40. doi: 10.1016/j.jbusvent.2008.10.007
Casadesus-Masanell, R., & Ricart, J.E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2), 195-215. doi: 10.1016/j.lrp.2010.01.004
Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long Range Planning, 43(2), 354-363. doi: 0.1016/j.lrp.2009.07.010
Ching, H.Y., & Fauvel, C. (2013). Criticisms, Variations and Experiences with Business Model Canvas. European Journal of Agriculture and Forestry Research, 1(2), 26-37.
Coda, V. (1988). L’orientamento strategico dell’impresa. Torino: Utet.
Cosenz, F., & Noto, G. (2016). Applying System Dynamics Modelling to Strategic Management: A Literature Review. Systems Research and Behavioral Science. doi: 10.1002/sres.2386
Delmar, F., & Shane, S. (2003). Does business planning facilitate the development of new ventures?. Strategic Management Journal, 24(12), 1165–1185. doi: 10.1002/smj.349
Demil, B., & Lecocq, X. (2010). Business Model Evolution: In Search of Dynamic Consistency. Long Range Planning, 43(2/3), 227-246. doi: 10.1016/j.lrp.2010.02.004
Demil, B., Lecocq, X., Ricart, J.E., & Zott, C. (2015). Business models within the domain of strategic entrepreneurship. Strategic Entrepreneurship Journal, 9(1), 1-11. doi: 10.1002/sej.1194
Forrester, J.W. (1961). Industrial Dynamics. Cambridge, MA: MIT Press.
Ghaffarzadegan, N., Lyneis, J., & Richardson, G.P. (2011). How small system dynamics models can help the public policy process. System Dynamics Review, 27(1), 22–44. doi: 10.1002/sdr.442
Groesser, S.N., & Jovy, N. (2015). Business model analysis using computational modeling: a strategy tool for exploration and decision-making. Journal of Management Control. Doi: 10.1007/s00187-015-0222-1
Knight, F.H. (1921). Risk, Uncertainty, and Profit. Boston, MA: Hart, Schaffner & Marx.
Magretta, J. (2002). Why Business Models Matter. Harvard Business Review, 80(4), 86-92.
Malmström, M., & Wincent, J. (2012). Modeling competence acquisition in small firms. International Journal of Entrepreneurship and Innovation Management, 15(1), 131-158. doi: 10.1504/IJEIM.2012.044072
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. doi: 10.1002/sej.1191
McGrath, R.G. (2010). Business models: A discovery driven approach. Long Range Planning, 43(2), 247-261. doi: 10.1016/j.lrp.2009.07.005
Osterwalder, A., Pigneur, Y., & Tucci, C.L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the association for Information Systems, 16(1), 1-25.
Osterwalder, A., & Pigneur, Y. (2010). Business model generation: a handbook for visionaries, game changers, and challengers. Hoboken: Wiley.
Pisano, P., Pironti, M., & Rieple, A. (2015). Identify Innovative Business Models: Can Innovative Business Models Enable Players to React to Ongoing or Unpredictable Trends?. Entrepreneurship Research Journal, 5(3), 181-199. doi: 10.1515/erj-2014-0032
Reymen, I. M. M. J., Andries, P., Berends, H., Mauer, R., Stephan, U., & Van Burg, E. (2015). Understanding Dynamics of Strategic Decision Making in Venture Creation: A Process Study of Effectuation and Causation. Strategic Entrepreneurship Journal, 9(4), 351–379. doi: 10.1002/sej.1201
Sarasvathy, S.D. (2008). Effectuation: Elements of Entrepreneurial Expertise. Cheltenham, UK: Edward Elgar.
Sterman, J.D. (2000). Business Dynamics: System Thinking and Modelling for a Complex World. London, UK: McGraw-Hill.
Stewart, D. W., & Zhao, Q. (2000). Internet marketing, business models, and public policy. Journal of Public Policy & Marketing, 19(2), 287-296. doi: 10.1509/jppm.19.2.287.17125
Teece, D.J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2), 172-194. doi: 10.1016/j.lrp.2009.07.003
Trimi, S., & Berbegal-Mirabent, J. (2012). Business model innovation in entrepreneurship. International Entrepreneurship and Management Journal, 8(4), 449-465. doi: 10.1007/s11365-012-0234-3
Van Werven, R., Bouwmeester, O., & Cornelissen, J.P. (2015). The power of arguments: How entrepreneurs convince stakeholders of the legitimate distinctiveness of their ventures. Journal of Business Venturing, 30(4), 616–631. doi: 10.1016/j.jbusvent.2014.08.001
Wirtz, B.W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business Models: Origin, Development and Future Research Perspectives. Long Range Planning, 49(1), 36-54. doi: 10.1016/j.lrp.2015.04.001
Wrigley, C., & Straker, K. (2016). Designing innovative business models with a framework that promotes experimentation. Strategy & Leadership, 44(1), 11–19. doi: 10.1108/SL-06-2015-0048
Yin, R.K. (2009). Case Study Research: Design and Methods. 4th ed., Thousand Oaks, CA: Sage.
Zott, C., & Amit, R. (2008). The fit between product market strategy and business model: implications for firm performance. Strategic Management Journal, 29(1), 1 - 26. doi: 10.1002/smj.642
Zott, C., & Amit, R. (2010). Business Model Design: An Activity System Perspective. Long Range Planning, 43(2/3), 216-226. doi: 10.1016/j.lrp.2009.07.004
Zott, C., Amit, R., & Massa, L. (2011). The Business Model: Recent Developments and Future Research. Journal of Management, 37(4), 1019-1042. doi: 10.1177/0149206311406265
Copyright and licensing: The journal supports the principles contained in the Berlin Declaration on Open Access to scientific literature (2003), reiterated in the Italian CRUI Guidelines on Open Access journals. Copyright Notice: papers made open to the public are published under the CC BY--4.0 license.
Archiving : This journal uses the LOCKSS system to create an archiving system, which is distributed between participating libraries and enables them to search through the permanent archives of the journal for the purposes of conservation and restoration. All journal data and publications are also saved and stored directly on the platform