標(biāo)題: Titlebook: Business Model Innovation; Game Changers and Co Annabeth Aagaard Book‘‘‘‘‘‘‘‘ 2024 The Editor(s) (if applicable) and The Author(s) 2024 tec [打印本頁(yè)] 作者: finesse 時(shí)間: 2025-3-21 17:12
書目名稱Business Model Innovation影響因子(影響力)
書目名稱Business Model Innovation影響因子(影響力)學(xué)科排名
書目名稱Business Model Innovation網(wǎng)絡(luò)公開度
書目名稱Business Model Innovation網(wǎng)絡(luò)公開度學(xué)科排名
書目名稱Business Model Innovation被引頻次
書目名稱Business Model Innovation被引頻次學(xué)科排名
書目名稱Business Model Innovation年度引用
書目名稱Business Model Innovation年度引用學(xué)科排名
書目名稱Business Model Innovation讀者反饋
書目名稱Business Model Innovation讀者反饋學(xué)科排名
作者: 手勢(shì) 時(shí)間: 2025-3-21 23:42 作者: 山崩 時(shí)間: 2025-3-22 04:12 作者: STYX 時(shí)間: 2025-3-22 08:29 作者: Evacuate 時(shí)間: 2025-3-22 08:56 作者: CODE 時(shí)間: 2025-3-22 16:25 作者: 談判 時(shí)間: 2025-3-22 17:02
To Whom Should Digitalization Be Empowered? through products that last longer, closing resource loops, by recycling materials, narrowing the loop by using less material per product and in manufacturing processes, and regenerating resource loops through using renewables and creating benefits for the natural environment. Despite the potential,作者: padding 時(shí)間: 2025-3-23 01:17 作者: 不成比例 時(shí)間: 2025-3-23 03:48 作者: 租約 時(shí)間: 2025-3-23 06:08
Failures of Digital Transformationne common components of business models. It offers an in-depth examination of AI‘s role as a dynamic catalyst, reshaping strategic thinking and operational approaches within contemporary business landscapes. By presenting an archetype model, it delineates the strategic pathways through which compani作者: Excise 時(shí)間: 2025-3-23 13:38 作者: 法官 時(shí)間: 2025-3-23 17:48 作者: 大量 時(shí)間: 2025-3-23 19:13 作者: 宇宙你 時(shí)間: 2025-3-24 00:01
978-3-031-57513-6The Editor(s) (if applicable) and The Author(s) 2024作者: HARD 時(shí)間: 2025-3-24 06:11
Book‘‘‘‘‘‘‘‘ 2024n both expansive corporations and medium-sized enterprises...A key contribution of this edited book is the introduction of groundbreaking models and theoretical insights within the BMI domain, identifying key research gaps and further research venues for junior and senior academics to pursue,?while?作者: Formidable 時(shí)間: 2025-3-24 08:22 作者: 雕鏤 時(shí)間: 2025-3-24 13:58
The Twin Advantage: Leveraging Digital for Sustainability in Business Models,els, demonstrating how digital tools can optimize resource use and promote circular economy practices. Finally, we explore the managerial implications of advancing twin transition business model innovation and identify key research areas essential for comprehending the transformative impact of digit作者: 煩人 時(shí)間: 2025-3-24 15:27
AI-Driven Business Model Innovation: Pioneering New Frontiers in Value Creation,rs and practitioners with the acumen to navigate the complexities of AI in business, fostering innovation that resonates with the modern digital economy‘s demands, while fostering sustainable growth and innovation.作者: overwrought 時(shí)間: 2025-3-24 21:10 作者: 延期 時(shí)間: 2025-3-25 02:24
https://doi.org/10.1007/978-3-662-22160-0ussion sets the stage for a deeper exploration in the following chapters of how the individual game changers are reshaping business models, urging businesses to adapt and innovate continuously in an ever-evolving landscape.作者: Mystic 時(shí)間: 2025-3-25 06:41 作者: chondromalacia 時(shí)間: 2025-3-25 10:19 作者: refraction 時(shí)間: 2025-3-25 15:29
Book‘‘‘‘‘‘‘‘ 2024ecially given the pressing grand challenges, technological disruptions, digital transformation, and pressing environmental and social concerns of our era. The prevailing discourse in business model and BMI scholarship predominantly revolves around established frameworks and methodologies, thereby no作者: languid 時(shí)間: 2025-3-25 17:13 作者: Friction 時(shí)間: 2025-3-25 20:54 作者: 光亮 時(shí)間: 2025-3-26 01:59 作者: 盟軍 時(shí)間: 2025-3-26 06:54 作者: 可忽略 時(shí)間: 2025-3-26 12:28 作者: HAIL 時(shí)間: 2025-3-26 16:01
Business Model Theory and the Becoming of New Mobile Communications Technologies,ospection to forward-looking prediction. The business model theory allows researching BMI not only as an adaptation in a context but also by explaining and understanding the development of a firm and its future ecosystem.作者: Prognosis 時(shí)間: 2025-3-26 19:51 作者: 調(diào)味品 時(shí)間: 2025-3-26 21:39 作者: Suppository 時(shí)間: 2025-3-27 02:47 作者: Prophylaxis 時(shí)間: 2025-3-27 09:13
R. Ramesh,Mark H. Karwan,Stanley Ziontsain what ecosystems are and which factors must be considered for success. We highlight three use cases that underline the significance of ecosystems for the financial service industry today and explain why ecosystems are game changers for future research on business model innovation.作者: osculate 時(shí)間: 2025-3-27 11:23
New Venues for Collaborative Business Model Innovation Through Ecosystems,ain what ecosystems are and which factors must be considered for success. We highlight three use cases that underline the significance of ecosystems for the financial service industry today and explain why ecosystems are game changers for future research on business model innovation.作者: Dysplasia 時(shí)間: 2025-3-27 17:06 作者: ADORN 時(shí)間: 2025-3-27 20:46
The Elements of Digital Transformation (TBLC). By supporting mission integration, the TBLC should help converting impact missions from profit drags (impact mission comes at a cost to profit) to profit drivers (impact mission drives profit).作者: 虛假 時(shí)間: 2025-3-28 00:04 作者: 安撫 時(shí)間: 2025-3-28 03:24
Effective Mission Integration: A Triple Bottom Line Canvas for Impact Business Model Innovation, (TBLC). By supporting mission integration, the TBLC should help converting impact missions from profit drags (impact mission comes at a cost to profit) to profit drivers (impact mission drives profit).作者: uncertain 時(shí)間: 2025-3-28 06:52 作者: right-atrium 時(shí)間: 2025-3-28 12:22
,Business Model Innovation Capability: A Game Changer for Sustaining a Firm’s Edge, To maintain their firm’s competitive edge, managers must continuously evaluate the extent to which there is a fit between their company’s business model, market needs, and the external environment. In this chapter, we are proposing a three-phase, interrelated, and mutually reinforcing process frame作者: 冬眠 時(shí)間: 2025-3-28 17:39 作者: 帶傷害 時(shí)間: 2025-3-28 19:59
Platformizers, Orchestrators, and Guardians: Three Types of B2B Platform Business Models,m market structures they enable. (1) . business model creates a platform-like interface on top of a product or service and helps bring in externally-provided?production-side complements to join the focal firm’s value proposition. (2) . opens a multi-sided market on top of a B2B product-service value作者: 輕推 時(shí)間: 2025-3-29 00:07
The Catalytic Role of Sustainability Transitions for Business Models,nge, fundamentally reshaping the core tenets of companies’ business models. In this chapter, we delve into the notion of sustainability transitions and discuss the dynamic interplay between business models and the broader socio-technical contexts in which they operate. The chapter argues that sustai作者: 膝蓋 時(shí)間: 2025-3-29 03:14
Effective Mission Integration: A Triple Bottom Line Canvas for Impact Business Model Innovation,ind it difficult to integrate social and environmental impact missions with their profit mission. The mission integration challenge is particularly acute when the beneficiaries of the impact missions are not the same as the firm’s customers and when additional activities and resources are required f作者: 人類學(xué)家 時(shí)間: 2025-3-29 07:31 作者: Dorsal 時(shí)間: 2025-3-29 14:02
