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Exploring Business Models
Exploring Business Models
Exploring Business Models
Exploring Business Models
Exploring Business Models
Exploring Business Models
Exploring Business Models
Exploring Business Models
Exploring Business Models
Exploring Business Models
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Exploring Business Models

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Modified version of presentation by Paul M. Di Gangi, Ph.D. in St. Louis, MO to the OASIS pre-ICIS workshop. I have modified these slides to remove current research sites …

Modified version of presentation by Paul M. Di Gangi, Ph.D. in St. Louis, MO to the OASIS pre-ICIS workshop. I have modified these slides to remove current research sites information.

Reference:

Di Gangi, P. M. (2010) “Exploring business models and the role of information technology on value creation,” Organizations and Society in Information Systems (OASIS) 2010 Pre-ICIS Workshop.

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    • 1. Exploring Business Models and the Role of Information Technology on Value Creation<br />Paul M. Di Gangi, Ph.D.<br />Western Carolina University<br />www.paulmdigangi.com<br />pdigangi@gmail.com<br />12/14/2010<br />
    • 2. Business Models<br />“The conceptual foundation that determines how an organization creates and captures value.” Johnston et al. (2008)<br />Develops the boundaries of an organization by: Chesborough (2003)<br />Articulating the organizations vision and<br />Approach to managing value creation processes.<br />12/14/2010<br />
    • 3. Drivers of Evolution<br />12/14/2010<br />Increased<br />Interactivity<br />
    • 4. Drivers of Evolution<br />12/14/2010<br /><ul><li>Key Drivers
    • 5. Networked Individualism(Wellman, 1999; 2001; Wellman et al., 2003)
    • 6. Social Affordances (boyd, 2007; Putnam, 2000; Wellman et al., 2003)</li></ul>Growth of ICTs (Fulk & DeSanctis, 1995; Wagner & Majchrzak, 2006-7)<br />(Di Gangi & Wasko, 2010)<br />
    • 7. Business Model Evolution<br />Closed (Chesborough, 2003)<br />Organizations internalize resources for value creation<br />Open (Chesborough, 2003; 2006; Di Gangi & Wasko, 2009; von Hippel & von Krogh, 2003)<br />Organizations leverage both internal and external resources for value creation<br />Co-created (Prahalad & Ramaswamy, 2000; 2004; Di Gangi & Wasko, 2010; Pine & Gilmore, 1998)<br />Organizations interact with external entities to craft an experience or create a common good that creates value for both<br />12/14/2010<br />(Di Gangi & Wasko, 2010)<br />
    • 8. Research Question<br />How does the relationship between the organization and its resources (internal and external) affect an organization’s business model?<br />What influences user behavior in each of these business models? How are do they compare/contrast?<br />12/14/2010<br />
    • 9. Balancing the needs of both parties<br />User Interests<br />vs<br />Organizational Interests<br />
    • 10. Understanding the dynamics of the user-organization relationship in co-created business models.<br />(Folger et al., 2010)<br />Question<br />How do member perceptions of balance and fairness impact member engagement behaviors?<br />
    • 11. You’re not listening to us.<br />~ IdeaStorm User<br />(Di Gangi & Wasko, 2009)<br />
    • 12. Question<br />How do member perceptions of balance and fairness impact member engagement behaviors?<br />Rationale<br />Prior research on user innovation communities has shown that community members disengage from communities that display one-sided interests.<br />(Di Gangi & Wasko, 2009)<br />Potential Benefits<br />Greater understanding of the user-perspective of the relationship that exists in a co-created business model.<br />

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