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The sites and practices of business models

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The sites and practices of business models. / Mason, Katy; Spring, Martin.

In: Industrial Marketing Management, Vol. 40, No. 6, 08.2011, p. 1032-1041.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

Harvard

Mason, K & Spring, M 2011, 'The sites and practices of business models', Industrial Marketing Management, vol. 40, no. 6, pp. 1032-1041. https://doi.org/10.1016/j.indmarman.2011.06.032

APA

Vancouver

Mason K, Spring M. The sites and practices of business models. Industrial Marketing Management. 2011 Aug;40(6):1032-1041. doi: 10.1016/j.indmarman.2011.06.032

Author

Mason, Katy ; Spring, Martin. / The sites and practices of business models. In: Industrial Marketing Management. 2011 ; Vol. 40, No. 6. pp. 1032-1041.

Bibtex

@article{5efdff99b37f4868a5b08d6f035ba08d,
title = "The sites and practices of business models",
abstract = "This paper examines the concept of business models. Drawing on the business model literature, we first identify technology, market offering and network architecture as the three core elements of business models. The theoretical routes of each element are then examined through the associated literatures: technology and innovation studies, industrial marketing, operations strategy, and evolutionary economics. Multiple dimensions of each element are identified and the resultant framework is used to explore developments within the recorded music market across three centuries.Through changes in the recorded music market since the 1870s, we explore how business models emerged, took on multiple sites and evolved through their practice over time. We look at how interlinking business models become spread out across the business network as different network actors play their part. The recorded music market generates important insights into how business models are created, developed and practiced. We suggest that firms, business networks and markets form embedded systems within which multiple overlapping business models can be considered as constituent parts. In this way, the business model is understood as having agency to shape action; but in turn actions (of others in the business network as well as within the firms themselves) also shape the business model.",
keywords = "Business Models, Management Practice, Market Studies, Business Networks",
author = "Katy Mason and Martin Spring",
year = "2011",
month = aug,
doi = "10.1016/j.indmarman.2011.06.032",
language = "English",
volume = "40",
pages = "1032--1041",
journal = "Industrial Marketing Management",
issn = "0019-8501",
publisher = "Elsevier Inc.",
number = "6",

}

RIS

TY - JOUR

T1 - The sites and practices of business models

AU - Mason, Katy

AU - Spring, Martin

PY - 2011/8

Y1 - 2011/8

N2 - This paper examines the concept of business models. Drawing on the business model literature, we first identify technology, market offering and network architecture as the three core elements of business models. The theoretical routes of each element are then examined through the associated literatures: technology and innovation studies, industrial marketing, operations strategy, and evolutionary economics. Multiple dimensions of each element are identified and the resultant framework is used to explore developments within the recorded music market across three centuries.Through changes in the recorded music market since the 1870s, we explore how business models emerged, took on multiple sites and evolved through their practice over time. We look at how interlinking business models become spread out across the business network as different network actors play their part. The recorded music market generates important insights into how business models are created, developed and practiced. We suggest that firms, business networks and markets form embedded systems within which multiple overlapping business models can be considered as constituent parts. In this way, the business model is understood as having agency to shape action; but in turn actions (of others in the business network as well as within the firms themselves) also shape the business model.

AB - This paper examines the concept of business models. Drawing on the business model literature, we first identify technology, market offering and network architecture as the three core elements of business models. The theoretical routes of each element are then examined through the associated literatures: technology and innovation studies, industrial marketing, operations strategy, and evolutionary economics. Multiple dimensions of each element are identified and the resultant framework is used to explore developments within the recorded music market across three centuries.Through changes in the recorded music market since the 1870s, we explore how business models emerged, took on multiple sites and evolved through their practice over time. We look at how interlinking business models become spread out across the business network as different network actors play their part. The recorded music market generates important insights into how business models are created, developed and practiced. We suggest that firms, business networks and markets form embedded systems within which multiple overlapping business models can be considered as constituent parts. In this way, the business model is understood as having agency to shape action; but in turn actions (of others in the business network as well as within the firms themselves) also shape the business model.

KW - Business Models

KW - Management Practice

KW - Market Studies

KW - Business Networks

U2 - 10.1016/j.indmarman.2011.06.032

DO - 10.1016/j.indmarman.2011.06.032

M3 - Journal article

VL - 40

SP - 1032

EP - 1041

JO - Industrial Marketing Management

JF - Industrial Marketing Management

SN - 0019-8501

IS - 6

ER -