Journal articles: 'Imitation business enterprise model'

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Slávik, Štefan, Richard Bednár, Ivana Mišúnová Hudáková, and Katarína Moravčíková. "Cluster Typology of Business Models of Start-Ups. (Example of Slovakia)." Administrative Sciences 10, no. 3 (August 11, 2020): 54. http://dx.doi.org/10.3390/admsci10030054.

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Start-up is an emerging micro-enterprise that has different characteristics to a larger and mature enterprise. Its viability depends mainly on a functioning business model. The purpose of the research study is to identify the basic types of business model regardless of the specific industry, and thus to penetrate deeper into the more general cognition of start-up business making. The research sample contains 106 start-ups, the business models of which are described using fourteen criteria, which are derived from the visualization of canvas. The research sample is divided by cluster analysis (Ward’s hierarchical agglomeration method) into nine clusters, hence types of business models. For a better understanding, the clusters were aggregated into four groups with similar business models. Grouping A is characterized by the model with a small range of processes, mostly with higher product differentiation, scarce resources and satisfying the common basic and higher needs. Grouping B is characterized by the model with a large range of processes and higher product differentiation and satisfying the common basic and higher needs or newer practical needs. Start-ups in grouping C have the model with considerable differentiation aimed at satisfying the common needs. Grouping D has the model based on cultivating relationships with customers, cheap satisfying of needs and use of ordinary resources. The models differ the most in the span of operational processes, segmentation and distribution, and differ the least in the relationships between customers, the cost–price ratio and protection against imitation. The practical use of the identified clusters lies in the fact that they are a reflection of the real behaviour of start-ups, they determine the real parameters of business models, and therefore they provide the founders of start-ups with verified patterns, the outlines of which are probably not definitive.

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Bochulia, T., and A. Kashperska. "EPISTEMOLOGY OF INNOVATION AND DEVELOPMENT OF BUSINESS ENTITIES." East European Scientific Journal 5, no. 4(68) (May 14, 2021): 51–64. http://dx.doi.org/10.31618/essa.2782-1994.2021.5.68.30.

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The conceptual apparatus of the categories «innovation» and «innovative development» is investigated in the article. Innovation is defined as a sphere of free ideas, covering the issues of organizational and methodological provision for continuous improvement of the enterprise activity, reproduction of rules and regulations governing the development and dissemination of innovations for the development of economic systems. It is substantiated that the essence of innovation is revealed through the processes of informatization and intellectualization with provision of the development of economic, social and information systems. Factors for ensuring the implementation of radical innovations are identified, namely: values (standards, priorities), procedures (formal, informal) and resources (tangible, intangible). The expediency of optimizing the model of enterprise organization on the basis of the development of a personalized parameter – the organizational code is determined. It is substantiated that the main idea of constructing the model of innovation management is the trinity of factors of balanced development, namely: understanding of the real situation, formation of expectations and development of necessary measures. The importance of imitation in the formation of the strategy of innovative development is determined and the stages of transformation of the organizational business model are described. The strategy of innovative changes focused on sustainable business development is proposed, which contributes to increase its efficiency and effectiveness. Emphasis is placed on the use of big data technology as an alternative to traditional database management systems, which contributes the efficient use of big amounts of data, stimulates the development of various management solutions and increases the ability to consider and evaluate alternatives to enterprise development. Innovation is identified as a central factor in the digital transformation and a priority of digital business development that is a new principle of efficiency and contributes to expand the target audience with increasing the scale of value proposition.

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Aligica, Paul Dragos, and Mirela State. "Ambiguity, Imitation and Innovation." International Journal of Entrepreneurship and Innovation 6, no. 4 (November 2005): 249–58. http://dx.doi.org/10.5367/000000005775179847.

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The entrepreneurship policy of the European Union has been shaped in three key policy areas: small and medium-sized enterprises, innovation and competitiveness. The present investigation will focus mainly on the first of these. The paper briefly overviews the conceptual and programmatic background of the EU's policies in that domain; discusses the current focus on quantitative targets, selected areas and national policies as an innovative experiment; and shows how, in the absence of a clear policy model, the comparison with the USA offers a functional surrogate device for identifying various policy areas to be targeted. The paper concludes that, despite its rhetoric, the EU does not have a central vision or strategy, but that what seems to be a flaw, ie an ad hoc innovative approach consisting of a combination of national-level experiments, might ultimately be a strength.

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Koura, Ibrahim, Frederick Benaben, Juanqiong Gou, and Audrey Fertier. "The Periodic Table of Industries: Detection of Collaboration Opportunities Based on an Imitation of the Mendeleev Periodic Table of Elements." Complex Systems Informatics and Modeling Quarterly, no. 25 (December 31, 2020): 32–53. http://dx.doi.org/10.7250/csimq.2020-25.03.

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The concept of collaborative networks has been encountered very often lately as the answer when trying to adapt and improve enterprises in these highly competitive business environments, therefore the urge for constantly addressing this topic. A lot of work-related to collaborative networks has been done so far, from defining network types to leveling partnerships and proposing models for partnership developments. But the lack of tackling a very important obstacle, which is the difficulty of detecting and anticipating collaboration opportunities between enterprises, inspired this research. In this article, a new theoretical opportunity detection approach is proposed based on enterprise characterization concept, KPI classification as well as collaboration types. This detection approach is a table of industrial classifications that imitates the Mendeleev periodic table from the concept point of view. A fictional example from an industrial context is shown to explain the usage of this approach accompanied by discussion about future work and limitations.

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Lutchenko, V. G., A. I. Khorev, L. O. Zhitinskaya, N. M. Parshin, and S. V. Ionov. "Enterprise innovation development strategy." Proceedings of the Voronezh State University of Engineering Technologies 82, no. 4 (January 20, 2021): 313–18. http://dx.doi.org/10.20914/2310-1202-2020-4-313-318.

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In the innovative development of an enterprise, an important role should be played by the determination of methods for ensuring a long-term direction of development by choosing an algorithm of actions, that is, a sound strategy based on economic decisions, business approaches, ways of their implementation, and establishing relationships with other subsidiaries of the integrated structure. In conditions of tough competition in the markets, the only way to ensure competitive advantages for an enterprise can only be strategic management of innovative development, which is capable of providing long-term forecasting and implementation of the innovative goals and objectives set in the strategy. There are quite a few formulations and varieties of strategies for innovative development, among which the most characteristic types can be distinguished: offensive - typical for enterprises that base their activities on the principles of entrepreneurial competition and the creation of "breakthrough" innovations; defensive - aimed at maintaining competitive positions in existing markets; imitation - aimed at copying the consumer properties of innovations from other enterprises; “Niche” - aimed at adapting to narrow market segments with products with unique characteristics associated either with differentiation or with low costs. The mission of innovative development is formulated as follows: "The company guarantees its shareholders adherence to the innovative direction of development by developing and manufacturing high-quality innovative products that are not inferior to the best foreign models and generating high employee incomes, fulfilling obligations to society and profit to shareholders." Implementation of the strategy of innovative development should be reduced to constant monitoring of its implementation and adjustments, taking into account the changing external environment and internal conditions of the enterprise. This function at the analyzed enterprise is performed by the management of the enterprise, since its functions include not only the formulation of the strategy, but also the choice of methods for its implementation, as well as control and, if necessary, its adjustment.

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Lohosha, Roman, and Iryna Semchuk. "Identification of marketing models of interaction of agricultural enterprises for biofuel production." Ekonomika APK 314, no. 12 (December 28, 2020): 45–54. http://dx.doi.org/10.32317/2221-1055.202012045.

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The purpose of the article is to study the formation factors of the biofuels domestic market in the network of Ukrainian agricultural enterprises based on interaction marketing. The materials of the article are focused on the study of both the causes of dysfunction of the biofuels domestic market and the search for new factors in the formation of such a market. Research methods. The research methodology considered the motivation factor implemented in the form of a separate marketing policy of «interaction» as the basis for the formation of the biofuels market in Ukraine, where the main market agents were considered agricultural enterprises (as biofuel producers, consumers and business partners).In the course of the research, in addition to a number of general scientific methods of economic research, an experiment was used to assess the interest of managers in typical (for Vinnytsia region) agricultural enterprises in partnerships in the business of biofuels production. The solution of the problem provided influence modeling of separate factors on attitudes of the enterprises-recipients concerning partnership interaction in researched business on manufacture of biofuels on: 1) linear Markov analytical model; 2) a nonlinear Markov model with a nonstationary matrix of transition probabilities; 3) generalized Markov imitation (multi-version) model of transitions; 4) linear Markov simulation model with individual parameters of the elements; 5) nonlinear Markov simulation model with «training» of the elements. Thus, the dynamics of the model was determined by the change in the attitudes of many recipients about cooperation depending on: 1) the intensity of information links about the benefits and risks of cooperation; 2) the presence of the implementation system of motivational factors (production standards, a special type of marketing policy and partnership scheme). Research results. An empirical reflection of the agency base among this category is determined, which allows us to conclude that the number of potential business participants significantly exceeds the critical level, and the motivational factors for the partnership are at least significant. In contrast to the national biofuels market, where – in the absence of any protectionist policy – the business economy has shown low competitiveness in recent years, these results suggest the possibility of forming a new market type – agency, where business will be formed among agricultural enterprises, united by certain integration schemes on the basis of interaction marketing policy of the enterprise-business initiator. The efficiency basis of this market will obviously be the effect of minimizing the value chain both in terms of the participants’ number and the value added itself, which will significantly reduce the cost of production. Scientific novelty. Firstly, the question of the forming possibility – as an alternative – a new type of biofuels market in Ukraine in the absence, unlike all other countries, a state policy to support the industry; secondly, substantiation of the idea of a special marketing policy of the organizational level of the agricultural enterprise as a business initiator – the policy of «interaction»; third, the identification of the agency basis of this market in relation to domestic agricultural enterprises. Practical significance. The applied value of the results is considered as a basis for forming a business for the production of biofuels in the network of agricultural enterprises in the context of empirical forecasting of potential partners and the role of motivating factors for building such partnership schemes. Tabl.: 2. Figs.: 6. Refs.: 17.

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Wyrobek, Joanna, and Paul Lane. "IMPACT OF INTERNATIONALIZATION ON THE CAPITAL STRUCTURE OF COMMERCIAL COMPANIES." Zeszyty Naukowe SGGW, Polityki Europejskie, Finanse i Marketing, no. 22(71) (December 16, 2019): 250–67. http://dx.doi.org/10.22630/pefim.2019.22.71.40.

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International enterprises (in this paper, international companies are understood as companies that sell their products and services abroad) are precious for the national economy because, through their experience in international sales, they stimulate the development of other companies in the same industry and their subcontractors. The knowledge that these companies have gained on international markets through the spillover effect spreads on their suppliers, as well as through imitation or cooperation on their competitors. Also, international companies (in the meaning: domestic export companies) are often the first to use new technological solutions and product innovations, which contributes to the modernization of products in the entire business sector. Dynamic and robust international companies usually also build networks with entities from different countries in order to cooperate on development, negotiation, and sales, which also encourages similar activities of their competitors. For all these reasons, national governments should take action to help to export companies, or at least monitor the problems that such entities report. The purpose of the publication is to draw attention to the higher demand for the debt that exists in such enterprises and to discuss the reasons for this. In particular, the purpose of the publication was to verify 2 research hypotheses: H1: Internationalization increases indebtedness of a company measured with the debt to equity ratio, and H2: The scale of internationalization (measured with the share of foreign sales to total sales) is positively related to the level of indebtedness (measured with the debt to equity ratio). For both hypotheses we found no grounds to reject these hypotheses. In the opinion of the authors, the demand for debt from exporters should be monitored, especially in terms of the availability of this form of financing for exporters from the SME sector. The paper used the Arellano-Bond model and data downloaded from the Orbis database for years 2007 – 2017.

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Frankenberger, Karolin. "Business Model Imitation and New Venture Performance." Academy of Management Proceedings 2014, no. 1 (January 2014): 17727. http://dx.doi.org/10.5465/ambpp.2014.17727abstract.

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Orlikovsky, Nikolay Igorevich. "BUSINESS MODEL OF THE ENTERPRISE." Nauka v sovremennom mire 36, no. 3 (2019): 50–54. http://dx.doi.org/10.31618/2524-0935-2019-36-3-50-54.

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Trunina, Iryna, Iryna Kushal, and Denys Zagirniak. "An imitation model of the financial-economic mechanism of taking strategic decisions at the enterprise." SHS Web of Conferences 61 (2019): 01027. http://dx.doi.org/10.1051/shsconf/20196101027.

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The crisis conditions of the enterprise functioning restrain the possibilities for the innovation activity and lay down higher requirements to the determination of the tasks of the financial strategy of development. To enhance the adaptive possibilities the authors propose to use an imitation-class mathematical model, indicate the basic stages of its creation, determine the structure: a control system; a functional system consisting of functional financial and economic blocks, an information system including a database. We distinguished the basic indices for the analysis of the ability of the enterprise to take strategic decisions of both financial and economic components of the mechanism of their realization. The practical realization of the proposed imitation model of the financialeconomic mechanism of taking strategic decisions based on the calculation of the integral index provides the required information basis for the grounded strategic decision and further development of the enterprise.

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Bortnik, Anastasiia. "Digital transformation of enterprise business model." Strategy of Economic Development of Ukraine, no. 47 (October 30, 2020): 16–31. http://dx.doi.org/10.33111/sedu.2020.47.016.031.

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Ivanov, Roman, Yuriy Sherstennikov, Vasyl Porokhnya, and Tetyana Grynko. "Mathematical model for imitation of management of the enterprise’s logistical system." SHS Web of Conferences 107 (2021): 10004. http://dx.doi.org/10.1051/shsconf/202110710004.

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The study is devoted to solving the scientific problem of optimizing the retail trade in the production and sale of two types of products, taking into account the change in potential demand for products. The economic and mathematical model of the production activity of the enterprise was developed taking into account logistics and market demand. The logistics scheme takes into account all the main links of the logistics system, as well as the connections between them. The considered scheme makes it possible to take into account the diversification of products manufactured by the enterprise. The mathematical model is designed for discrete time. A numerical optimization method has been developed for this mathematical model. The optimal solutions for several cases are found and investigated. The dynamics of the main characteristics of drugs was calculated for all considered cases. A comparative analysis of economic efficiency for the studied cases has been performed. The economic efficiency of retail network optimization is proved.

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Pokorný, Martin, Oldřich Trenz, and Vladimír Konečný. "Neural decision model of business capitalization." Acta Universitatis Agriculturae et Silviculturae Mendelianae Brunensis 55, no. 3 (2007): 97–104. http://dx.doi.org/10.11118/actaun200755030097.

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The topic of this article is focused on problems related to enterprise financial supervising. In the concrete, the situation of enterprise investment policy evaluation is described here. In this case, as a convenient tool for decision support, the approach of artificial intelligence was selected, particularly the model of neuron network. For the purpose of enterprise economic state evaluation, we use four input variables which describe the economic state. Three main variables are selected and the fourth one is the additional. The coding of main variables is chosen with the respect to the possible states of the enterprise. The multilayer neuron network was used for evaluation.The neural network can solve problems, which are hardly solvable for a manager because there can exist a lot of factors affecting the final decision. We have to take into account the fact that sometimes the situation is too complex. In this case, when the system gives incorrect result, it is possible to extend the current learning set and add adequate patterns which will help the system to recognize states of the enterprise.

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Lee, Seung-Hyun, Youngkwan Kwon, Ji Hye Lee, and Young-Il Park. "Creative Imitation as Catch-up Strategy: A Business Model." Asian Journal of Innovation and Policy 5, no. 1 (April 30, 2016): 1–18. http://dx.doi.org/10.7545/ajip.2016.5.1.001.

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Alwadain, Ayed. "Enterprise Architecture: A Business Value Realization Model." Sustainability 12, no. 20 (October 14, 2020): 8485. http://dx.doi.org/10.3390/su12208485.

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Today, as organizations face constant change, they must rapidly adapt their strategies and operations. This involves continuous business transformation. However, guiding and managing such transformation can be an intimidating task because of organizational complexity. Hence, organizations resort to Enterprise Architecture (EA) to address this complexity and achieve their transformation goals. Nonetheless, there is a lack of research on EA benefits realization and a dearth of conclusive evidence on how EA enables business transformation and delivers value to organizations. Therefore, this research uses a case study method to explore how EA investment is converted into organizational value. This research makes two contributions. The first of these is the development of an EA value realization model, which comprises three iterative and interrelated processes: the EA conversion process, the EA use process, and the EA competitive process. The second contribution is the identification of factors that may influence the value realization process.

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Fei, Qiao, Wu Qidi, and Shen Rongfang. "Global Enterprise Model Framework For Business Reengineering." IFAC Proceedings Volumes 31, no. 25 (September 1998): 199–203. http://dx.doi.org/10.1016/s1474-6670(17)36386-3.

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Verteshev, Sergey, Anton Verteshev, and Mikhail Voronov. "ENTERPRISE MANAGEMENT IN THE CONTEXT OF EXPANDING THE SCOPE OF BLOCKCHAIN TECHNOLOGY." ENVIRONMENT. TECHNOLOGIES. RESOURCES. Proceedings of the International Scientific and Practical Conference 2 (June 17, 2021): 187–93. http://dx.doi.org/10.17770/etr2021vol2.6619.

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The method of creating an automated enterprise management system is considered. The method is based on the ideas of the imitation approach and fuzzy mathematics. Real-time enterprise planning is the goal. The method is relevant in the context of setting up the market for goods and services with the expansion of e-commerce. The model of the formation of the plan of the enterprise for the execution of the orders received is considered.

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Huang, Pei-Yuh, Shigeru Kobayashi, and Kazuhito Isomura. "How UNIQLO evolves its value proposition and brand image: imitation, trial and error and innovation." Strategic Direction 30, no. 7 (June 3, 2014): 42–45. http://dx.doi.org/10.1108/sd-04-2014-0058.

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Purpose – The purpose of this paper is to clarify how a competitive company develops its own method to create innovation by utilizing imitation and learning. Design/methodology/approach – The paper examines the case of Fast Retailing from the viewpoint of imitation strategy. Findings – Fast Retailing constantly explores and imports business ideas, evolves its business model through trial and error and finally creates innovation. Practical implications – The paper emphasizes the importance of imitation strategy that flexibly accepts and extends business ideas through learning, creates new values by evolving a business model and combines them with corporate identity and brand. Originality/value – The case study of Fast Retailing suggests that the successful imitation is enabled by flexible corporate culture and redefining its corporate identity and brand through the process of evolving its business model.

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Casadesus-Masanell, Ramon, and Feng Zhu. "Business model innovation and competitive imitation: The case of sponsor-based business models." Strategic Management Journal 34, no. 4 (September 20, 2012): 464–82. http://dx.doi.org/10.1002/smj.2022.

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Snihur, Yuliya, and Christoph Zott. "Legitimacy without Imitation: How to Achieve Robust Business Model Innovation." Academy of Management Proceedings 2013, no. 1 (January 2013): 12656. http://dx.doi.org/10.5465/ambpp.2013.12656abstract.

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Mahdi, Ammar Fathin, and Lukman Mohammad Baga. "BUSINESS MODEL CANVAS PERUSAHAAN PENGOLAH RUMPUT LAUT." Forum Agribisnis 8, no. 1 (July 19, 2018): 1–16. http://dx.doi.org/10.29244/fagb.8.1.1-16.

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Winner Perkasa Indonesia Unggul is a SME that sells product based on seaweed processing. The enterprise is trying to improve their business activity on seaweed processing products. The purposes of this research are to identify the existing business model at the enterprise, to evaluate the model, and to generate a new business model prototype with the Business Model Canvas method analysis. This research is a case study on a company, and conducted in March-May 2016. The data used are primary data in the form of interviews and internal company data, while qualitative analysis used to evaluate the business model, and the SWOT analysis method used to help generating new business model prototype. The results of this research were two alternative of business model prototype for the enterprise’s development in the future. The first alternative is trying to classify new customer segment, and followed by creating the new value proposition. With the additional of new customer segment and the new value proposition, it caused the enterprise to extend the channels by optimalizing technologies, and eventually increase the revenue stream of the enterprise. The second alternative is trying to increase the customer relationship by creating the new value proposition. It will raise the opportunity to make an alliance or partnership for helping the business activity of the enterprise. However, the changes on some parts of the business model will affect the enterprise’s cost structure.

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Wang, Li, and Jing Zhang. "The Business Model Analysis of Service-Oriented Enterprise." Applied Mechanics and Materials 701-702 (December 2014): 1257–62. http://dx.doi.org/10.4028/www.scientific.net/amm.701-702.1257.

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In this paper, we proposed value proposition, value network, resources, services and profit model as business model elements of Service-oriented Enterprise from the perspective of system by combing the related literature about business model elements. Based on this, we put forward four kinds of building ideas: business model based on customer demand, business model based on resource integration, business model based on service content, business model based on profit model and then explained by cases. Finally, the application of environmental of business model was compared. This study is help to guide other service-oriented enterprises to construct business model effectively.

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Dickerson, Carly, and Ahmed Hassanien. "Restaurants’ social enterprise business model: Three case studies." Journal of Quality Assurance in Hospitality & Tourism 19, no. 2 (November 27, 2017): 192–216. http://dx.doi.org/10.1080/1528008x.2017.1363009.

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Biryukov, Vitaly V. "BUSINESS MODEL IN STRATEGIC MANAGEMENT OF INDUSTRIAL ENTERPRISE." Herald of Omsk University. Series: Economics 18, no. 1 (July 7, 2020): 69–76. http://dx.doi.org/10.24147/1812-3988.2020.18(1).69-76.

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The author substantiates the necessity of changing the traditional paradigm of the develop-ment of strategic management theories and the formation of business models that have been developed within the economic mainstream. This paradigm does not allow the correct integration of cultural and institutional variables into the developed models and concepts due to exogenous interpretation of their nature. To develop a realistic vision of the mechanisms for forming a business model, an industrial enterprise is proposed to take into account the drastic changes in the cognitive environment that have occurred in the social sciences over the past decades. The article substantiates the position that it is advisable to develop a con-ceptual ap¬proach to the study of business models of industrial enterprises in accordance with the intersubjective nature of economic changes. The place and role of the business model in strategic enterprise management as a special class of complex, self-developing and open system are shown. On this basis, it considered the important aspects of the ap-proach that are associated with the formation of the business model of a company sustain-able competitive advantages taking into account changes in the external and internal busi-ness environment, and endogenous effects of cultural and institutional variables on the im-plementation of strategic changes. It is shown that the creation of an effective business model of an enterprise involves the construction of com¬mon economic and value orienta-tions with all interested parties and the implementation of structural changes in the internal and external environment on a mutually beneficial basis based on the strengths and weak-nesses of ways to create values for customers. The article describes the key components of the business model of the industrial enterprise, peculiarities of forming organizational abili-ties, the main areas of the business model, as well as the peculiarity of the formation of innovative business models in the changing techno-economic paradigm and choice success-ful option for innovative business models. The proposed approach creates a conceptual framework for further study of the processes of creating innovative business models of en-terprises.

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Falencikowski, Tadeusz Marek. "Network of enterprise business model – the basic assumptions." Problemy Zarzadzania 13, no. 1 (March 15, 2015): 104–17. http://dx.doi.org/10.7172/1644-9584.50.6.

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Muzaliova, Valentina O., and Nadiya V. Maidaniuk. "The digital business model of an industrial enterprise." Control Systems and Computers, no. 1 (291) (April 2021): 48–61. http://dx.doi.org/10.15407/csc.2021.01.048.

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The formation of a single digital space at the enterprise greatly simplifies its management. Digitalization significantly improves productivity and has already become a top priority for business leaders and organizations around the world. Intelligent production systems fundamentally change the existing image of the industry, there is a qualitative transition to a new industrial order, in which production is managed as a single organism, in which all technological and organizational elements are interconnected.

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Mohamed, Hassan Ahmed Hassan, and Galal Hassan Galal-Edeen. "A Business Enterprise Resilience Model to Address Strategic Disruptions." Enterprise Risk Management 4, no. 1 (November 25, 2018): 15. http://dx.doi.org/10.5296/erm.v4i1.13715.

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Resilient business enterprises are able to survive strategic disruptions like technology disruptions and come back as more successful. They succeed because they have resilient characteristics and apply resilience strategies. Based on a case study analysis, this paper builds a business enterprise resilience model that guides the business enterprises to build the resilience capabilities that enable them to survive during strategic disruptions. The proposed model guides the business enterprise to instil in its architecture the design characteristics of resilience that make it ready to respond to disruption. The model uses the resilience strategies of mitigation, adaptation, and transformation and applies them at three enterprise levels; the operating model level, the competitive strategy level, and the business model level. The mitigation strategy moves the operating model to the efficiency frontier. The adaption strategy recovers the enterprise from the impacts of the strategic disruptions. The transformation strategy transforms the enterprise business model totally.

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Kurganov, V. M., A. N. Dorofeev, and O. B. Nastasyak. "Transport and Logistics Enterprise Architecture Model." World of Transport and Transportation 17, no. 2 (September 13, 2019): 176–89. http://dx.doi.org/10.30932/1992-3252-2019-17-2-176-189.

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The article argues that the fundamental transformations of business processes, characteristic of the era of digital economy, have so far affected Russian motor transport industry to a small extent. Digital transformation assumes a cardinal revision of the role of information technologies in management of the transportation process, based on a deep and comprehensive analysis of data, a fundamental change in approaches to organization of road transport production.To this end, it is proposed to consider the concept of enterprise architecture, covering various aspects of shaping different aspects of a transport and logistics company, as well as methods for modeling system solutions. The article analyzes transportation management system solutions, compares different approaches to the architecture of an enterprise, tools of its development like ER-charts, basic notations, life cycle, business motivation model. The suggested model semantically links real objects, ITand business processes, social aspects, and structure organisation of an enterprise.

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Steinberg, Jonathan. "Imitation of Switzerland: Historical Reflections." Government and Opposition 23, no. 1 (1988): 13–30. http://dx.doi.org/10.1017/s0017257x00016985.

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CAN THE SWISS CONFEDERATION BE IMITATED? THAT DEPENDS, says the historian, on what you mean by imitation. Switzerland has certainly served as a model for others, sometimes a model distinctly not to be imitated. When the American Founding Fathers gathered in Philadelphia in the summer of 1787 to write a new constitution and ‘to form a more perfect Union’, they had Switzerland in mind. Alexander Hamilton, a chief actor in that enterprise, devoted part of an issue of The Federalist Papers, written the following year as a defence of what the framers had drafted, to a close analysis of the Swiss Confederation. Switzerland did not impress him:The connection among the Swiss cantons scarcely amounts to a confederacy, though it is sometimes cited as an instance of the stability of such institutions. They have no common treasury; no common troops even in war; no common coin; no common judicatory; nor any other common part of sovereignty …He recognised that they were held together ‘by their joint interest’ but saw the confederacy as a poor guarantor of internal and external coherence. ‘Whatever efficacy the union may have had in ordinary cases, it appears that the moment a cause of difference sprang up capable of trying its strength it failed.’

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Evans, Richard H. "Incorporating Attitudes and Imitation in the Bass Model of Diffusion." Psychological Reports 77, no. 3 (December 1995): 1043–48. http://dx.doi.org/10.2466/pr0.1995.77.3.1043.

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This study incorporated attitudes and imitation in the Bass (1969) model of diffusion. It was hypothesized that the Bass model with the inclusion of attitudes and imitation would perform better than a naive Bass model. Mean absolute deviations over three levels of purchase intention confirmed the hypothesis. 120 undergraduate business school students served as subjects and the stimulus object was athletic shoes.

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ENKEL, ELLEN, and FLORIAN MEZGER. "IMITATION PROCESSES AND THEIR APPLICATION FOR BUSINESS MODEL INNOVATION: AN EXPLORATIVE STUDY." International Journal of Innovation Management 17, no. 01 (February 2013): 1340005. http://dx.doi.org/10.1142/s1363919613400057.

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The purpose of this paper is to investigate the approach of imitation (across industry boundaries) on business models. We analyzed nine case studies of firms that introduced breakthrough business models by transferring and adapting characteristic business model components of other industries. Our results show that companies can facilitate cross-industry innovation on business model level through a process of abstraction, analogy identification and adaptation. Imitation is realized by deconstructing and mapping business model components based on their contribution to abstract, generic elements of the value proposition. We propose a systematic process model for business model innovation analyzing structural similarities between industries on the level of these abstract elements linked to specific other components of the business model. Firms can leverage this process by transformative learning processes, especially provided through a broad industrial and functional experience of members in business model innovation teams.

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Zaborowski, Mirosław. "Information-decision model for self-controlling enterprise processes." Engineering Management in Production and Services 10, no. 4 (December 1, 2018): 34–54. http://dx.doi.org/10.2478/emj-2018-0021.

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Abstract This study demonstrates that integrated management and direct control systems may be organised as integrated enterprise process control (EntPC) systems, which are composed of self-controlling enterprise business processes. A business process has been defined as a control system for business activities, which are considered to be business processes of the lower level, or as base processes that are control systems for control plants in the form of infrastructure operations. An enterprise process also influences its delivery. This definition has been generally compared with definitions used in approaches of BPMN, YAWL, ARIS, DEMO and MERODE. Each enterprise process has its own controlling unit that contains one information unit and one decision unit, as well as memory places of the information-decision state variables that are processed by the business transitions that belong to these units. The i-d state variables are attributes of business objects, i.e. business units, business roles, business activities, business accounts and business products. Their values are transferred between business transitions that belong to the same or different controlling units. Relationships between business objects, business transitions and i-d state variables, as well as the other most important concepts of the EntPC system framework (EntPCF), are presented in this paper as the class diagrams of the enterprise process control language (EntPCL).

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Gailly, Frederik, and Guido L. Geerts. "Ontology-Driven Business Rule Specification." Journal of Information Systems 27, no. 1 (February 1, 2013): 79–104. http://dx.doi.org/10.2308/isys-50428.

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ABSTRACT Discovering business rules is a complex task for which many approaches have been proposed including analysis, extraction from code, and data mining. In this paper, a novel approach is presented in which business rules for an enterprise model are generated based on the semantics of a domain ontology. Starting from an enterprise model for which the business rules need to be defined, the approach consists of four steps: (1) classification of the enterprise model in terms of the domain ontology (semantic annotation), (2) matching of the enterprise model constructs with ontology-based Enterprise Model Configurations (EMCs), (3) determination of Business Rule Patterns (BRPs) associated with the EMCs, and (4) use of the semantic annotations to instantiate the business rule patterns; that is, to specify the actual business rules. The success of this approach depends on two factors: (1) the existence of a semantically rich domain ontology, and (2) the strength of the knowledge base consisting of EMC-BRP associations. The focus of this paper is on defining and illustrating the new business rule discovery approach: Ontology-Driven Business Rule Specification (ODBRS). The domain of interest is enterprise systems, and an extended version of the Resource-Event-Agent Enterprise Ontology (REA-EO) is used as the domain ontology. A small set of EMC-BRP associations—i.e., an example knowledge base—is developed for illustration purposes. The new approach is demonstrated with an example.

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Kotusev, Svyatoslav. "Conceptual Model of Enterprise Architecture Management." International Journal of Cooperative Information Systems 26, no. 03 (August 14, 2017): 1730001. http://dx.doi.org/10.1142/s0218843017300017.

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Enterprise architecture (EA) is a description of an enterprise from an integrated business and IT perspective. Enterprise architecture management (EAM) is a management practice embracing all the management processes related to EA aiming to improve business and IT alignment. EAM is typically described as a sequential four-step process: (i) document the current state, (ii) describe the desired future state, (iii) develop the transition plan and (iv) implement the plan. This traditional four-step approach to EAM essentially defines the modern understanding of EA. Based on a literature review, this paper demonstrates that this four-step approach to EAM, though practiced by some companies, is inadequate as a model explaining the EAM phenomenon in general. As a substitute, this paper synthesizes the generic conceptual model of EAM providing a more realistic conceptualization of EAM describing it as a decentralized network of independent but interacting processes, artifacts and actors.

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Kogan, Yu G., and A. A. Shcherbina. "CONVERTING BUSINESS PROCESS STRUCTURAL MODEL TO IMITATION MODEL BASED ON MODIFIED COLORED PETRI NET." Information Technologies of CAD/CAM/CAE, no. 1 (2021): 31–37. http://dx.doi.org/10.52190/2073-2597_2021_1_31.

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Chung, Walter W. C., Anthony Y. K. Yam, and Michael F. S. Chan. "Networked enterprise: A new business model for global sourcing." International Journal of Production Economics 87, no. 3 (February 2004): 267–80. http://dx.doi.org/10.1016/s0925-5273(03)00222-6.

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Darby, Lauren, and Heledd Jenkins. "Applying sustainability indicators to the social enterprise business model." International Journal of Social Economics 33, no. 5/6 (May 2006): 411–31. http://dx.doi.org/10.1108/03068290610660689.

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Byerly, Robin T. "The social contract, social enterprise, and business model innovation." Social Business 4, no. 4 (December 31, 2014): 325–43. http://dx.doi.org/10.1362/204440814x14185703122883.

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Huang, Jinghua, Jing Zhang, Yangfan Li, and Zhepeng Lv. "Business Value of Enterprise Micro-blogging." Journal of Global Information Management 22, no. 3 (July 2014): 32–56. http://dx.doi.org/10.4018/jgim.2014070102.

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The increasing use of micro-blogging as a marketing tool has increased research attention on usage and business value of enterprise micro-blogging. Based on research on information system (IS) usage and resource-based view (RBV) theory, this study develops a model to reveal the mechanism of business value creation of enterprise micro-blogging. The model consists of metrics on micro-blogging usage, micro-blogging operational performance, marketing capability, and firm performance. Questionnaires were distributed to firms that use micro-blogging. This study collects 241 valid responses for empirical analysis. The results suggest that the use of enterprise micro-blogging improves operational performance of enterprise micro-blogging directly and indirectly by increasing marketing capability, while operational performance of enterprise micro-blogging significantly affects firm performance. This study extends the stream of research that combines IS usage and RBV theory.

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Villalobos Araya, Rodrigo. "School “Brillo de Luna”: sustainable business model." Emerald Emerging Markets Case Studies 10, no. 1 (January 2, 2020): 1–22. http://dx.doi.org/10.1108/eemcs-11-2019-0314.

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Learning outcomes In entrepreneurship courses, the case would allow discussing the contribution of social innovation. On the other hand, in strategy courses the case would allow proposing the business model for a social enterprise, to evaluate the creation, delivery and capture of value of a social enterprise. Depending on the course and approach you want to give to the case discussion, it can serve as support for the following objectives: arguing the contribution of social innovation to solve problems in a region; propose the resources and value proposition of the business model of a social enterprise; and attitudes promotion: understand the importance of ethics and responsibility in the development of social enterprises. Case overview/synopsis The case addresses the opportunity of the school “Brillo de Luna,” when developing social entrepreneurship, which requires projection, evaluation and management support. In this context, the director of the school must propose a business model that is sustainable in the long-term in the market and that generates shared value. The institutional relationship of the school “Brillo de Luna” with the Cristalchile company, through the social entrepreneurship of glass recycling, could generate economic, environmental and social value to the school community and the company. Complexity academic level Courses in which the case could be applied: entrepreneurship and strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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Mehrotra, Sonia, and S. Ramakrishna Velamuri. "Secondary Business Model Innovation in Emerging Economies." Management and Organization Review 17, no. 2 (February 15, 2021): 344–73. http://dx.doi.org/10.1017/mor.2020.67.

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ABSTRACTWe study two quick-service restaurant (QSR) chains based on regional ethnic foods that were launched in China and India. The products that these QSR ventures offered had hitherto been sold by fragmented street vendors who typically operated single outlets. Inspired by the successful business models of international QSR brands, these entrepreneurs developed business models to popularize their chosen regional ethnic foods in multiple new regions and grew their organizations to 1,400 and 300 outlets in China and India, respectively. We build on the recently coined concept of ‘secondary’ business model innovation (SBMI), which is based on inter-organizational learning, break down its constituents into creative and imitative, specify the mechanisms through which it is achieved, and propose that it is a specific case of the more general construct of creative imitation.

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Zucchella, Antonella, and Sabine Urban. "The Circular Enterprise." Symphonya. Emerging Issues in Management, no. 1 (2020): 62. http://dx.doi.org/10.4468/2020.1.05zucchella.urban.

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The circular economy challenges business firms to adopt principles of sustainability by closing, narrowing, extending the loop of resources, in order to minimize impact on the planet. Firm embracing circularity principles have to innovate not only products and processes, but primarily models of business. Also they need to include suppliers and customers in their model, as well as any relevant stakeholder, developing eco-systemic business models. The challenge of implementing circular business models encompasses both established and larger organizations and younger ventures (born circular firms).

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Vanderhaeghen, Dominik, and Peter Loos. "Distributed model management platform for cross-enterprise business process management in virtual enterprise networks." Journal of Intelligent Manufacturing 18, no. 5 (July 3, 2007): 553–59. http://dx.doi.org/10.1007/s10845-007-0060-6.

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Peprah, Augustine Awuah, Claudio Giachetti, Marcus Møller Larsen, and Tazeeb Rajwani. "Filling Institutional Voids in Developing Countries through Business Model Imitation and Innovation." Academy of Management Proceedings 2019, no. 1 (August 1, 2019): 13193. http://dx.doi.org/10.5465/ambpp.2019.13193abstract.

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Hu, Yong Quan, and Bing Wang. "Case Study on Business Model Innovation of Online Group-Buying Enterprise - Juhuasuan." Applied Mechanics and Materials 291-294 (February 2013): 2811–16. http://dx.doi.org/10.4028/www.scientific.net/amm.291-294.2811.

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Business model plays a crucial role in the process of development of online group-buying industry. In this paper, we choose Juhuasuan as research object and analyze its constitute factors and operation mechanism of business model using grounded theory and qualitative analysis software Nvivo 8 based on a database constructed with interviews , collected data. We find that: a)Compared to Osterwalder’s business model, online group-buying enterprise business model covers environment and social responsibility;b)Resources acquisition, value creation and cost-to-income constitute online group-buying enterprise business model;c) Resources acquisition and cost-to-income provide a bracket to online group-buying enterprise value creation and they construct operation mechanism of online group-buying enterprise together.

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Trad, Antoine. "The Business Transformation Enterprise Architecture Framework." International Journal of Distributed Artificial Intelligence 13, no. 1 (January 2021): 74–101. http://dx.doi.org/10.4018/ijdai.2021010104.

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This chapter's author based his cross-functional research on an authentic and proprietary mixed research method that is supported by intelligent neural networks combined with a heuristics motor, named the applied mathematical model (AMM). The proposed AMM base functions like the human empiric decision-making process that can be compared to the behaviour-driven development. The AMM is supported by many real-life cases of business and architecture transformation projects in the domain of intelligent strategic development and operations (iSDevOps) that is supported by the alignment of various standards and development strategies that biases the standard market development and operations (DevOps) procedures, which are Sisyphean tasks.

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Musulin, Jadranka, and Vjeran Strahonja. "Business Model Grounds and Links." Journal of information and organizational sciences 42, no. 2 (December 10, 2018): 241–69. http://dx.doi.org/10.31341/jios.42.2.6.

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The business model concept emerged in theory and practice without a consensus on the understanding of the concept, but it has become a well accepted and useful construct in fields such as strategy, organization, information systems and technology. This paper aims to provide an overview of the research on the use of business models focusing on outstanding works in this field, extracting main converging findings unburdened of extant lists of specific citations. Following the overview, a comparison of the seven respective conceptual frameworks of the business model research is presented. Finally, after determining grounds, the business model concept is linked to related complex concept – enterprise architecture.

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Zhang, Li. "Research on Management Model of Chinese Family-Holding Business under Market Economy." Advanced Materials Research 403-408 (November 2011): 313–17. http://dx.doi.org/10.4028/www.scientific.net/amr.403-408.313.

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In China, the family business usually implement paternalistic management model at the startup. When the enterprise scale enlarged, along with the change of the outside environment, the risk and uncertainty of the enterprise management will be increased and the distortions of family management model will become increasingly clear. Therefore, it is an irresistible trend to carry out reforms on the family business governance model. This paper analyzed the current status of Chinese family management model, pointed out the opportunity under the market economy for family business accelerating its development, and summarized the four models of Chinese family business governance. Currently, under the market economy, the biggest problem faced by Chinese family business is not how to transform into modern enterprise, but how to realize their sustainable development. To build a modern enterprise system is just an important destination for family business development, but can’t be the only choose at the present stage. A precisely suitable enterprise system is established according to the time, place, different industry, scale, development stage and background, while there is no standard model of universal application.

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Fritscher, Boris, and Yves Pigneur. "A Visual Approach to Business IT Alignment between Business Model and Enterprise Architecture." International Journal of Information System Modeling and Design 6, no. 1 (January 2015): 1–23. http://dx.doi.org/10.4018/ijismd.2015010101.

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In this paper, the authors put forward an intermediary model that can support the transition between a business model and an IT infrastructure, then provide an example of how the approach can be used. The model is based on a combination of existing models: enterprise architecture and the Business Model Canvas. The authors show how the proposed intermediary model, which has a strong focus on a business model strategy, can help IT alignment. The intermediary model can help alignment from either a business model focus or an IT infrastructure focus because of the correspondence between the two paradigms. The focus on visualization within the intermediary model aids in quickly illustrating the common ground held by the parties involved in the alignment.

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Vicente, Marco, Nelson Gama, and Miguel Mira da Silva. "A Business Motivation Model for IT Service Management." International Journal of Information System Modeling and Design 5, no. 1 (January 2014): 83–107. http://dx.doi.org/10.4018/ijismd.2014010104.

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The Enterprise Architecture (EA) approach usually considers a set of motivational concepts that are used to model the reasons and motivations that underlie the design and change of organizations, which corresponds to their Business Motivation Model (BMM). Likewise, this BMM is also present in organizations that provide IT services. However, although ITIL has become a standard for performing IT Service Management (ITSM), there is not one holistic solution to integrate EA and ITIL. Therefore, we propose to join both approaches through the definition of a specific Enterprise Architecture to design organizations according to ITIL's best practices to perform ITSM. Thus, this paper's goal is twofold: on one hand to establish that architecture's motivation model, and, on the other, to contribute for a formal identification and representation of the ITIL business motivation model itself.

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Journal articles on the topic 'Imitation business enterprise model'

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