Modèle d'entreprise | EPFL Graph Search

Le modèle d'entreprise, en anglais business model, est la représentation systémique et synthétique de l'origine de la valeur ajoutée d'une entreprise et de son partage de la valeur ajoutée entre les différentes parties prenantes, sur une période et pour un domaine d'activité clairement identifiés. Le modèle d'entreprise est donc un document de référence qui présente la manière dont une entreprise entend fonder et garantir sa rentabilité. À ce titre il est révélateur de la capacité de l'équipe dirigeante de l'entreprise à définir des objectifs et à produire des résultats. L'explicitation fournie doit permettre d'apprécier cette aptitude en soi, mais aussi par rapport à la concurrence et en particulier face aux modèles d'entreprise des concurrents majeurs. Pour ce faire, les principaux aspects de l'activité d'une organisation sont passés en revue depuis les finalités (but, offres, stratégies), jusqu'aux ressources et moyens déployés (infrastructure, organisations, pratiques de diffu

The Beacon: A New Framework for Business Model Reconfiguration for Complex Enterprises

Deep Ramnik Parekh

During the last twenty years we have witnessed the steady rise in academic research and practitioner interest and inquiry on the topic of business models. The topic is still in its infancy, and thus a lot of literature hitherto has focused on the basics: definitions and conceptualizations have dominated in academic literature, providing little support to practitioners who are trying to design, develop, and deploy new business models. Whereas innovative market entrants have grabbed the limelight for academics and business leaders, incumbent firms have had scarce attention, especially large, complex multinationals. There is much to be learned from these businesses in terms of the nature of the components of a business model, the dimensions of analysis, and the relationship between their strategies and business models. The goal of this body of research is to shed light on the mechanics of business model reconfiguration in complex enterprises. As its main research contribution, this dissertation introduces the Business Model Beacon: a new framework with which to characterize business models: defining the complementarity of the strategy and business model, mapping the central and peripheral components of the business model at different dimensions of analysis of the firm. To understand the mechanics of business model reconfiguration, this dissertation presents a case study on the North American unit of consumer products giant Unilever, portrayed through the lens of the Beacon framework.

EPFL2016

When do firms undertake open, collaborative activities? Introduction to the special section on open innovation and open business models

Frank Piller, Christopher Tucci

The explicit goal of the inaugural World Open Innovation Conference (WOIC) was to attract both leading academic researchers in open innovation and leading industry practitioners of open innovation, seeking to get these two groups to engage with one another. This introductory article sets the intellectual context of the WOIC, summarizes the "top" four articles resulting from the conference, and provides a research agenda based on a high-level view of all the submissions and sessions.

Oxford University Press2016

Open source corporate strategy (OSCS)

Juan Andrei Villarroel Fernandez

This doctoral dissertation defines and sheds light on a nascent phenomenon in management, informally referred to as "crowdsourcing". I term this concept Open Source Corporate Strategy, or OSCS, which borrows insights from the open source innovation literature, as well as from the strategy literature. This new concept explains how the firm may incorporate open source principles into its business model, as an effective diversification strategy to gain and sustain competitive advantage, in the context of a globally interconnected society. Firms implementing OSCS make use of a "loose" intellectual property regime to extend their operations outside the formal boundaries of the organization, and orchestrate knowledge work via informal globally distributed communities of practice. Empirical evidence discussed throughout this dissertation shows that these, among others, could be new and important sources of competitive advantage for the firm. Over the last few years we have seen a tremendous increase in the ability of firms to expand operations beyond their boundaries: (1) outside the focal organization, by formally trading knowledge with other organizations external to the firm (Chesbrough 2003, 2006), and more recently, (2) outside the scope of the formal interorganizational fabric, by informally sharing knowledge with external online communities of practice (Lakhani et al., 2007; Villarroel and Tucci 2006). The research developed in this doctoral dissertation was designed to explore this phenomenon, by means of: (1) case studies of firms implementing such open initiatives, (2) computational models of open innovation and open sourcing unveiling their impact on system-level learning performance, complemented by (3) a survey-based study of the online community associated to one such firm-sponsored initiative unveiling the motivation factors that determine participation and contribution performance.

EPFL2008

Open source corporate strategy (OSCS)

Juan Andrei Villarroel Fernandez

EPFL2008