دانلود مقاله تصمیم گیری برای توسعه مدل کسب و کار
Abstract
This study investigates the decision‐making logics used by new ventures to develop their business models. In particular, they focussed on the logics of effectuation and causation and how their dynamics shape the development of business models over time. They found that the effectual decision‐making logic was used dominantly to generate a viable value proposition for a specific customer segment. Causal logic is then used dominantly to define the other business model components in relation to the value proposition and customer segment. When a shortage of resources emerges, causal logic is replaced by an increase in effectual decision‐making again. They concluded that before investing significant resources in a business model it was crucial for firms to reduce, as far as possible, technological and market uncertainty through effectual strategies to avoid high re‐configuration costs later.
Introduction
Business model development is crucial for new technology‐based ventures to create and capture value from their technologies (Chesbrough and Rosenbloom, 2002; Teece, 2010; Massa and Tucci, 2014) and received a great deal of attention (Zott et al., 2011; Schneider and Spieth, 2013; Spieth et al., 2014). Yet, technology‐based ventures often experience great difficulty in defining a viable business model at the first attempt (Andries and Debackere, 2007), because of high levels of technological and market uncertainty confronting them and the unpredictability of commercialization options. In the early phases especially, they have limited knowledge and resources to deal with all these uncertainties (Bhide, 2000). Therefore, business model components are created and get revised at different moments during the development process (Dmitriev et al., 2014). Developing a business model thus is a dynamic process (Sosna et al., 2010) that involves decision‐making under uncertainty.