Business model maturity in management theory and practice – defining from an expert perspective
 
More details
Hide details
1
Ph.D. Eng., University of Zielona Góra, Faculty of Economics and Management, Poland
 
 
Online publication date: 2020-07-31
 
 
Management 2020;24(1):81-103
 
KEYWORDS
JEL CLASSIFICATION CODES
E20
I12
E24
 
ABSTRACT
Since many researchers and managers think about the essence, creation mechanisms and limits of the manufacturing model maturity, at this point, the author raises the question related to this issue: what dimensions (descriptions and desiderata) should be considered when conceptualizing this idea? The formulated question became a starting point and a point of conducting a creative synthesis, based, on the one hand, on a detailed analysis of the problem theory, and on the other hand – on the author’s own research. The above question and belief related to the existence of economic demand for results of application nature were the main inspiration to undertake research whose main purpose is to recognize: how the maturity of the business model is understood by selected experts operating in the Polish agricultural machinery sector?
 
REFERENCES (40)
1.
Afuah, A., Tucci, Ch. (2003). Biznes internetowy. Strategie i modele [Internet business. Strategies and models], Oficyna Ekonomiczna, Kraków.
 
2.
Amin, A. (ed.) (1994), Post-Fordism. A Reader, Blackwell Publishers, Oxford, Malden.
 
3.
Auksztol, J., Chomuszko, M. (2012). Modelowanie organizacji procesowej [Modelling of the process organisation], PWE, Warszawa.
 
4.
Autio, E. (1997). New Technology – Based Firms in Innovation Networks Symplectic and Generative Impacts, Research Policy, vol. 26, pp. 263-281.
 
5.
Baden-Fuller, Ch., Morgan, M.S. (2010). Business models as models, Long Range Planning, 43, pp. 156-171.
 
6.
Bossink, B. (2012). Eco-innovation and Sustainability Management, Routledge Taylor & Francis Group, New York and London.
 
7.
Carnabuci, J., Bruggeman, J. (2009). Knowledge Specialization, Knowledge Brokerage and the Uneven Growth of Technology Domains, Social Forces, vol. 88, no. 2, pp. 607-641.
 
8.
Casadesus-Masanell, R., Ricart, J.E. (2010). From strategy to business models and onto tactics, Long Range Planning, 43, pp. 195-215.
 
9.
Chan Kim, W., Mauborgne, R. (2006). Strategia Błękitnego Oceanu. Jak stworzyć wolną przestrzeń rynkową i sprawić by konkurencja stała się nieistotna [Blue Ocean Strategy. How to create a free market space and make competition become irrelevant], Wydawnictwo MT Biznes, Warszawa.
 
10.
Chesbrough, H. (2007). Business model innovation it’s not just about technology anymore, Strategy & Leadership, 35, 6, pp. 12-17.
 
11.
Christensen, J. F. (1995). Asset Profiles for Technological Innovation, Research Policy, vol. 24, pp. 727-745.
 
12.
Cohen, S. (2011). Sustainability Management, Columbia University Press, New York.
 
13.
Cyfert, S., Krzakiewicz, K. (2011). Wykorzystanie koncepcji modeli biznesu w zasobowej teorii firmy [The use of the business model concept in the company resource theory]. In: Krupski, R. (ed.), Rozwój szkoły zasobowej zarządzania strategicznego [Development of a resource school of strategic management], Wałbrzyska Wyższa, Szkoła Zarządzania i Przedsiębiorczości, Wałbrzych, pp. 99-107.
 
14.
Ehiraj, S., Guler, I., Singh, H. (2000). E-Business Models: Value Creation and Competitive Advantage, The Warton School, Philadelphia.
 
15.
Fisken, J., Rutherford, J. (2002). Business Models and Investments. Trends in the Biotechnology Industry in Europe, Journal of Commercial Biotechnology, Vol. 8(3), pp. 191-199.
 
16.
Garrouste, P., Saussier, S. (2005). Looking for a Theory of the firm: Future Challenges, Journal of Economics Behavior & Organization, vol. 58, pp. 178-199.
 
17.
Hamel, G. (2002). Leading the revolution, Harvard Business School Press, Boston.
 
18.
Hirst, P., Zeitlin, J. (2006). Flexible Specialization versus Post-Fordism: Theory, Evidence and Policy Implications. In: Beynon H., Nichols T. (eds.), The Fordism of Ford and Modern Management, Elgar, Cheltenham.
 
19.
Howe, P.E. (2004). Business models. CPA Journal, vol. 74.
 
20.
Joyce, A., Paquin, R.L. (2016). The Triple Layered Business Model Canvas: A Tool to Design More Sustainable Business Models, Journal of Cleaner Production, 135, pp. 1474–1486.
 
21.
Kindström, D. (2010). Towards a service-based business model - Key aspects for future competitive advantage, European Management Journal, 28, 6, pp. 479-490.
 
22.
Kotler, P., Caslione, J.A. (2009). Chaos, zarządzanie i marketing w erze turbulencji [Chaos, management and marketing in the era of turbulence], MT Biznes, Warszawa.
 
23.
Krupski, R. (2005). Zarządzanie przedsiębiorstwem w turbulentnym otoczeniu. Ku superelastycznej organizacji [Company management in the turbulent environment. Towards superflexible organisation], PWE, Warszawa.
 
24.
Magretta, J. (2002). Why Business Models Matter, Harvard Business Review, 80, 5, pp. 86-92.
 
25.
Mazurek – Łopacińska, K. (2002). Orientacja na klienta w przedsiębiorstwie [Client-orientation in the company], PWE, Warszawa:.
 
26.
Morris, M., Schindehutte, M. and Allen, J. (2005). The entrepreneur’s business model: Toward a unified perspective, Journal of Business Research, 58, pp. 726-735.
 
27.
Muller-Christ, G. (2011). Sustainable Management, Springer, Berlin Heidelberg. 28. Neely, A., Delbridge, R. (2007). Effective Business Models: What do They Mean for Whitehall? Sunningdale Institute.
 
28.
Nogalski, B., Niewiadomski, P. (2018). Metoda oceny potencjału dynamizującego kompozycje modelu biznesu zorientowanego na wspólne innowacje – eksploracja w sektorze maszyn rolniczych [A method of assessing the potential of dynamizing compositions of a business model oriented at joint innovations – exploration in the agricultural machinery sector], Zeszyty Naukowe Politechniki Śląskiej: Organizacja i Zarządzanie, from 108, 127, pp. 175-190.
 
29.
Nogalski, B., Niewiadomsk, i P. Szpitter, A. (2017). Elastyczne modele biznesu przedsiębiorstw produkcyjnych sektora maszyn rolniczych – próba oceny ich implementacji [Flexible business models of manufacturing companies in the agricultural machinery sector – an attempt to evaluate their implementation], In: Rokita, J. (ed.), Strategiczne zarządzanie organizacjami – problemy badawcze i praktyczne [Strategic management of organisations – research and practical problems], Wydawnictwo Górnośląskiej Wyższej Szkoły Handlowej im. Wojciecha Korfantego, Katowice, pp. 125-148.
 
30.
Nogalski, B., Niewiadomski, P., Szpitter, A. (2018a). Creativity in the Aspect of Composition of Business Models of Manufacturers from the Agricultural Machines Sector: An Attempt to Assess the Significance of the Requirements, Journal of Management and Financial Sciences JMFS, XI, 31, pp. 9-26.
 
31.
Nogalski, B., Niewiadomski, P., Szpitter, A. (2018b). Reconnaissance of the Ability to Profile a Business Model Focused on Market Niches – Expert Self-assessment in the Machine Sector, Entrepreneurship and Management - Przedsiębiorczość i Zarządzanie, XIX, 6, I, pp. 41–52.
 
32.
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. 1-25.
 
33.
Osterwalder, A., Pigneur, Y. (2010). Business Model Generation, John Wiley & Sons, Inc., New Jersey.
 
34.
Pszczołowski, T. (1978). Mała encyklopedia prakseologii i teorii organizacji [Little encyclopedia of praxeology and organization theory], Ossolineum, Wrocław.
 
35.
Sajdak, M. (2014). Zwinność przedsiębiorstwa jako koncepcja zarządzania między stabilnością a chaosem [Business agility as a concept of management between stability and chaos]. In: Romanowska, M., Cygler, J. (eds.), Granice zarządzania [Limits of management], Oficyna Wydawnicza Szkoła Główna Handlowa w Warszawie, Warszawa.
 
36.
Sharma, S., Ruud, A. (2003). On the path to sustainability: Integrating social dimensions into the research and practice of environmental management, Business Strategy and the Environment, 12, pp. 205–214.
 
37.
Teece, D. J., (2012). Dynamic Capabilities: Routines versus Entrepreneurial Action, Journal of Management Studies, Vol. 49, Issue 8.
 
38.
Teece, D.J. (2010). Business models, business strategy and innovation, Long Range Planning, 43, pp. 172-194.
 
39.
Trzcieliński, S. (2011). Przedsiębiorstwo zwinne [Agile company], Wydawnictwo Politechniki Poznańskiej, Poznań.
 
40.
Wikström, K., Artto, K., Kujala, J. and Söderlund, J. (2010). Business models in project business, International Journal of Project Management, 28, pp. 832–841.
 
eISSN:2299-193X
ISSN:1429-9321 (1997-2019)
Journals System - logo
Scroll to top