A dynamic, network and resource-based approach to the sustainable business model
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RESEARCH PAPER
A dynamic, network and resource-based approach to the sustainable business model Anna Ujwary-Gil 1
&
Natalia Regina Potoczek 1
Received: 31 January 2020 / Accepted: 8 July 2020 # The Author(s) 2020
Abstract The network perspective of a business model provides an attractive outlook on the interactions and interdependencies of its components. The network is a “living organism,” it changes constantly and dynamically. Therefore, the key nodes in the network, and their potential loss, may be of vital importance to the network itself. The paper presents the network of relations between the components of a company business model operating in a sector of new technologies – virtual reality – and indicates the prominent and most influential nodes in the network that can affect value creation. The authors analyzed the influence exerted by a key node that has been eliminated from the network on the remaining structure, based on the immediate impact (change analysis), which computes the key nodes of the network and then isolates them individually to determine the effect on measured values. The primary research approach is an organizational network analysis (mostly centrality measures) and a simulation functionality used for determining measures and visualization, before and after changes. The results indicate the level of centrality measures of all nodes in the network (a virtual reality company’s business model), their interdependence, and the dynamics of their change. The paper concludes with implications for theory and practice, limitations, and directions for further research. Keywords Business model . Dynamics . Organizational network analysis . Resources . Sustainability . Virtual reality JEL classification L20 . D85
Introduction Motivation The topic of the paper is a dynamic and resource-based approach to a sustainable virtual reality company’s business model in which the network perspective can improve our understanding of the complexity of a business model’s components and their interdependence by becoming a management This article is part of the Topical Collection on Sustainability of young companies - contemporary trends and challenges Responsible Editor: Marek Jabłoński * Anna Ujwary-Gil [email protected] Natalia Regina Potoczek [email protected] 1
Institute of Economics, Polish Academy of Sciences, Nowy Świat 72, 00-330 Warsaw, Poland
and decision-making tool. According to the authors’ knowledge, organizational network analysis techniques were used for the first time to identify the components of the virtual reality company’s business model, based on determined cause–effect relationships (incoming/outgoing) dealing with existing interdependencies between components. In the approach proposed here, nodes are interpreted as key components of the business model and edges as interactions between them, which allows the analysis of system dynamics using network measures. Virtual reality is based on information technology and requires the use of advanced digital competences. Thus, the busine
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