Outline

  • Abstract
  • Keywords
  • 1. Introduction
  • 2. Theoretical Background
  • 2.1. Open Business Models
  • 2.2. Networks
  • 2.2.1. Relational Dimension: Tie Strength
  • 2.2.2. Structural Dimension: Centrality
  • 2.2.3. Cognitive Dimension: Shared Vision
  • 2.3. Customer Centricity and Solution Providers
  • 3. Methodology and Overview of Cases
  • 3.1. Case Study Approach
  • 3.2. Data Source
  • 3.3. Data Analysis
  • 3.4. Rating Framework
  • 3.5. Case Description
  • 4. Results and Discussion: The Effect of Network Embeddedness and Customer Centricity on Performance of Open Business Models
  • 4.1. Solution Customer Centricity
  • 4.2. Tie Strength and Solution Customer Centricity
  • 4.3. Centrality and Solution Customer Centricity
  • 4.4. Shared Vision and Solution Customer Centricity
  • 5. Conclusion and Implications
  • 5.1. Conclusion
  • 5.1.1. the Controlled Model
  • 5.1.2. the Joint Model
  • 5.1.3. the Supported Model
  • 5.2. Implications for Theory and Practice
  • 6. Theoretical Implications
  • 7. Managerial Implications
  • 8. Limitations and Future Research
  • Acknowledgements
  • Appendix A.
  • References
  • Vitae

رئوس مطالب

  • چکیده
  • کلید واژه ها
  • 1. مقدمه
  • 2. پس زمینه نظری
  • 1.2. مدل های کسب و کار باز
  • 2.2. شبکه ها
  • 1.2.2. بعد رابطه ای : قدرت پیوند
  • 2.2.2. بعد ساختاری : مرکزیت
  • 3.2.2. بعد شناختی: چشم انداز مشترک
  • 3. روش شناختی و مرور اجمالی موارد
  • 1.3. رویکرد مطالعه موردی
  • 2.3. منبع داده
  • 3.3. تحلیل داده
  • 4.3. چارچوب رتبه بندی
  • 5.3. شرح مورد
  • 4. نتایج و مباحث : تاثیر دربرگیری شبکه و مشتری مداری در عملکرد مدل های کسب و کار باز
  • 1.4. مشتری مداری راه حل
  • 2.4. قدرت پیوند و مشتری مداری راه حل
  • 3.4. مشتری مداری راه حل و مرکزیت
  • 4.4. چشم انداز مشترک و مشتری مداری راه حل
  • 5. نتیجه گیری و مفاهیم
  • 1.5. نتیجه
  • 1.1.5. مدل کنترل شده
  • 2.1.5. مدل مشترک
  • 3.1.5. مدل حمایت شده
  • 2.5. مفاهیم تئوری و عملی
  • 6. مفاهیم نظری
  • 7. مفاهیم مدیریتی
  • 8. محدودیت‌ها و پژوهش‌های آینده
  • پیوست الف

Abstract

While research has shown a positive impact of open business models on value creation, it has remained silent on the configuration of the corresponding partner networks and their effect on performance. Studying three cases of solution providers which involve external service partners for solution delivery, we find that solution customer centricity – the degree to which the focal firm focuses on solution customers in the joint delivery of solutions – moderates the relationship between partner networks and open business model performance. For open business models with low solution customer centricity, a network configuration characterized by many weak ties to service partners leads to superior performance. Conversely, for open business models with high solution customer centricity, few but strong ties to partners lead to superior performance. Based on these findings, three ideal configurations of networks for open business models are derived: the controlled, the joint, and the supported model.

The findings of this paper are especially relevant for managers of product-focused firms who seek guidance in evolving their business models into solution providers. The paper also contributes to business model research by linking extant insights from network research to open business model performance.

Keywords: - - - -

Conclusions

The level of customer centricity is a useful way to explain how the three dimensions of networks with partners of open business models – tie strength, centrality, and shared vision – influence performance of firms. Based on these insights, we derive three ideal configurations of networks for open business models leading to superior firm performance contingent on the level of customer centricity, namely the controlled, the joint, and the supported model. They are summarized in Fig. 4.

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