Special Topics: Business Models

The special topic calls for papers on Business Models and such papers will appear in International Business and Management as a special column.

Affiliated research area: Business


The business model has received increasing attention since the late 1990s, driven partly by the opportunities for new Internet ventures and their need to explain to potential stakeholders how they planned to generate sustained value. But the notion has also proven helpful in describing how established firms have found new sources of value creation and/or capture. The business model, it seems, is not one distinct construct, but rather an umbrella term that refers to various aspects of the underlying phenomenon (namely, how firms do business at the system level), such as value creation, value capture, or activity system. Not surprisingly, it has become an important topic of study for entrepreneurship scholars, especially in social entrepreneurship where firms must often find new, original ways to create societal wealth. At the same time, however, the business model has also become increasingly relevant for strategy scholars interested in better understanding mechanisms for value capture and activity systems. In this special topic, we expect to receive empirical and theoretical submissions that meet our standards of rigor, novelty, and relevance for practice. We are also expecting rigorous papers dedicated to business models and at the crossroads of entrepreneurship and strategic management, using methods such as traditional quantitative research, but also optimization, game theory, frontier efficiency, simulations, structural estimations, and carefully-crafted qualitative research. Scholars are also encouraged to consider various levels of analysis, including new ventures, large corporations, established firms of all sizes, institutions, and/or individual entrepreneurs.


In addition to the Review and Original Articles by invited speakers, we are inviting you to submit a relevant research paper on Business Models for consideration. Papers will be subject to normal peer review and must comply with the Guide for Authors.

To submit papers to the Special Topic “Business Models”, please go to http://www.cscanada.net. With your submission, please state clearly to the editor that your manuscripts are submitted to the Special Topic Business Models.


Related Conferences:

4th-5th November 2013. Epsom, Surrey, UK. SUSTAINABLE INNOVATION 2013 -Collaboration, Co-creation & New Business Models, 8th International Conference

25th – 26th October 2012, Lyon, France. Business Models in and for Technology Transfer, ASTP fall conference


Related Journals (Special issue):

Journal of Business Models (Special issue: The business model eruption: how game changing mind sets challenge existing nodes of business; The inaugural issues of Journal of Business Models)

Global Strategy Journal ( Special Issue: Innovating Business Models for Global Competition)

Int. J. of Entrepreneurship and Innovation Management (Business Model Innovation)


Related Articles:

Alt, R., & Zimmermann, H. D. (2001). Preface: introduction to special section–business models. Electronic Markets, 11(1), 3-9.Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies. Industrial and corporate change, 11(3), 529-555.Andolfatto, P. (2005). Adaptive evolution of non-coding DNA in Drosophila. Nature, 437(7062), 1149-1152.

Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2), 195-215.

Chesbrough, H., Vanhaverbeke, W., & West, J. (2006). Open innovation: a new paradigm for understanding industrial innovation. Open innovation: researching a new paradigm, 1-12.

Chesbrough, H. (2010). Business model innovation: opportunities and barriers. Long range planning, 43(2), 354-363.

Morris, M., Schindehutte, M., & Allen, J. (2005). The entrepreneur's business model: toward a unified perspective. Journal of business research, 58(6), 726-735.

Faber, E., Ballon, P., Bouwman, H., Haaker, T., Rietkerk, O., & Steen, M. (2003, June). Designing business models for mobile ICT services. In Workshop on concepts, metrics & visualization, at the 16th Bled Electronic Commerce Conference eTransformation, Bled, Slovenia.

Hamel, G. (1999). Bringing Silicon Valley inside. Harvard Business Review, 77(5), 70.

Holland, C. R., & Light, B. (1999). A critical success factors model for ERP implementation. Software, IEEE, 16(3), 30-36.

Kim, W. C., & Mauborgne, R. (2000). Knowing a winning business idea when you see one. Harvard Business Review, 78(5), 129-138.

Mahadevan, B. (2000). Business models for Internet-based e-commerce. California management review, 42(4), 55-69.

Rappa, M. A. (2004). The utility business model and the future of computing services. IBM Systems Journal, 43(1), 32-42.

Seelos, C., & Mair, J. (2007). Profitable business models and market creation in the context of deep poverty: a strategic view. The academy of management perspectives, 21(4), 49-63.

Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business horizons, 48(3), 199-207.

Timmers, P. (1998). Business models for electronic markets. Electronic markets, 8(2), 3-8.

Tsalgatidou, A., & Pitoura, E. (2001). Business models and transactions in mobile electronic commerce: requirements and properties. Computer Networks, 37(2), 221-236.

Week, B. (2000). Knowledge management and new organization forms: a framework for business model innovation. Knowledge management and virtual organizations, 2.

Zadek, S. (2007). The path to corporate responsibility. In Corporate ethics and corporate governance (pp. 159-172). Springer Berlin Heidelberg.