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model</title> <meta name="description" content="Search results for: business model"> <meta name="keywords" content="business model"> <meta name="viewport" content="width=device-width, initial-scale=1, minimum-scale=1, maximum-scale=1, user-scalable=no"> <meta charset="utf-8"> <link href="https://cdn.waset.org/favicon.ico" type="image/x-icon" rel="shortcut icon"> <link href="https://cdn.waset.org/static/plugins/bootstrap-4.2.1/css/bootstrap.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/plugins/fontawesome/css/all.min.css" rel="stylesheet"> <link href="https://cdn.waset.org/static/css/site.css?v=150220211555" rel="stylesheet"> </head> <body> <header> <div class="container"> <nav class="navbar navbar-expand-lg navbar-light"> <a class="navbar-brand" href="https://waset.org"> <img src="https://cdn.waset.org/static/images/wasetc.png" alt="Open Science Research Excellence" title="Open Science Research Excellence" /> </a> <button class="d-block d-lg-none navbar-toggler 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id="custom-search-input"> <div class="input-group"> <i class="fas fa-search"></i> <input type="text" class="search-query" name="q" placeholder="Author, Title, Abstract, Keywords" value="business model"> <input type="submit" class="btn_search" value="Search"> </div> </div> </form> </div> </div> <div class="row mt-3"> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Commenced</strong> in January 2007</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Frequency:</strong> Monthly</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Edition:</strong> International</div> </div> </div> <div class="col-sm-3"> <div class="card"> <div class="card-body"><strong>Paper Count:</strong> 19045</div> </div> </div> </div> <h1 class="mt-3 mb-3 text-center" style="font-size:1.6rem;">Search results for: business model</h1> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19045</span> Business Logic and Environmental Policy, a Research Agenda for the Business-to-Citizen Business Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mats%20Nilsson">Mats Nilsson</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The European electricity markets have been changing from a regulated market, to in some places a deregulated market, and are now experiencing a strong influence of renewable support systems. Firm’s that rely on subsidies have a different business logic than firms acting in a market context. The article proposes that an offspring to the regular business models, the business-to-citizen, should be used. The case of the European electricity market frames the concept of a business-citizen business model, and a research agenda for this concept is outlined. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20logic" title="business logic">business logic</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=subsidies" title=" subsidies"> subsidies</a>, <a href="https://publications.waset.org/abstracts/search?q=business-to-citizen" title=" business-to-citizen"> business-to-citizen</a> </p> <a href="https://publications.waset.org/abstracts/23945/business-logic-and-environmental-policy-a-research-agenda-for-the-business-to-citizen-business-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/23945.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">463</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19044</span> Genesis of Entrepreneur Business Models in New Ventures</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Arash%20Najmaei">Arash Najmaei</a>, <a href="https://publications.waset.org/abstracts/search?q=Jo%20Rhodes"> Jo Rhodes</a>, <a href="https://publications.waset.org/abstracts/search?q=Peter%20Lok"> Peter Lok</a>, <a href="https://publications.waset.org/abstracts/search?q=Zahra%20Sadeghinejad"> Zahra Sadeghinejad </a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this article, we endeavor to explore how a new business model comes into existence in the Australian cloud-computing eco-system. Findings from multiple case study methodology reveal that to develop a business model new ventures adopt a three-phase approach. In the first phase, labelled as business model ideation (BMID) various ideas for a viable business model are generated from both internal and external networks of the entrepreneurial team and the most viable one is chosen. Strategic consensus and commitment are generated in the second phase. This phase is a business modelling strategic action phase. We labelled this phase as business model strategic commitment (BMSC) because through commitment and the subsequent actions of executives resources are pooled, coordinated and allocated to the business model. Three complementary sets of resources shape the business model: managerial (MnRs), marketing (MRs) and technological resources (TRs). The third phase is the market-test phase where the business model is reified through the delivery of the intended value to customers and conversion of revenue into profit. We labelled this phase business model actualization (BMAC). Theoretical and managerial implications of these findings will be discussed and several directions for future research will be illuminated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=entrepreneur%20business%20model" title="entrepreneur business model">entrepreneur business model</a>, <a href="https://publications.waset.org/abstracts/search?q=high-tech%20venture" title=" high-tech venture"> high-tech venture</a>, <a href="https://publications.waset.org/abstracts/search?q=resources" title=" resources"> resources</a>, <a href="https://publications.waset.org/abstracts/search?q=conversion%20of%20revenue" title=" conversion of revenue"> conversion of revenue</a> </p> <a href="https://publications.waset.org/abstracts/9680/genesis-of-entrepreneur-business-models-in-new-ventures" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9680.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">445</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19043</span> A Business Model Design Process for Social Enterprises: The Critical Role of the Environment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Hadia%20Abdel%20Aziz">Hadia Abdel Aziz</a>, <a href="https://publications.waset.org/abstracts/search?q=Raghda%20El%20Ebrashi"> Raghda El Ebrashi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Business models are shaped by their design space or the environment they are designed to be implemented in. The rapidly changing economic, technological, political, regulatory and market external environment severely affects business logic. This is particularly true for social enterprises whose core mission is to transform their environments, and thus, their whole business logic revolves around the interchange between the enterprise and the environment. The context in which social business operates imposes different business design constraints while at the same time, open up new design opportunities. It is also affected to a great extent by the impact that successful enterprises generate; a continuous loop of interaction that needs to be managed through a dynamic capability in order to generate a lasting powerful impact. This conceptual research synthesizes and analyzes literature on social enterprise, social enterprise business models, business model innovation, business model design, and the open system view theory to propose a new business model design process for social enterprises that takes into account the critical role of environmental factors. This process would help the social enterprise develop a dynamic capability that ensures the alignment of its business model to its environmental context, thus, maximizing its probability of success. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=social%20enterprise" title="social enterprise">social enterprise</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20design" title=" business model design"> business model design</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20environment" title=" business model environment"> business model environment</a> </p> <a href="https://publications.waset.org/abstracts/48331/a-business-model-design-process-for-social-enterprises-the-critical-role-of-the-environment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48331.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19042</span> Analyzing Business Model Choices and Sustainable Value Capturing: A Multiple Case Study of Sharing Economy Business Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Minttu%20Laukkanen">Minttu Laukkanen</a>, <a href="https://publications.waset.org/abstracts/search?q=Janne%20Huiskonen"> Janne Huiskonen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study investigates the sharing economy business models as examples of the sustainable business models. The aim is to contribute to the limited literature on sharing economy in connection with sustainable business models by explaining sharing economy business models value capturing. Specifically, this research answers the following question: How business model choices affect captured sustainable value? A multiple case study approach is applied in this study. Twenty different successful sharing economy business models focusing on consumer business and covering four main areas, accommodation, mobility, food, and consumer goods, are selected for analysis. The secondary data available on companies’ websites, previous research, reports, and other public documents are used. All twenty cases are analyzed through the sharing economy business model framework and sustainable value analysis framework using qualitative data analysis. This study represents general sharing economy business model value attributes and their specifications, i.e. sustainable value propositions for different stakeholders, and further explains the sustainability impacts of different sharing economy business models through captured and uncaptured value. In conclusion, this study represents how business model choices affect sustainable value capturing through eight business model attributes identified in this study. This paper contributes to the research on sustainable business models and sharing economy by examining how business model choices affect captured sustainable value. This study highlights the importance of careful business model and sustainability impacts analyses including the triple bottom line, multiple stakeholders and value captured and uncaptured perspectives as well as sustainability trade-offs. It is not self-evident that sharing economy business models advance sustainability, and business model choices does matter. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=sharing%20economy" title="sharing economy">sharing economy</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20business%20model%20innovation" title=" sustainable business model innovation"> sustainable business model innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20value" title=" sustainable value"> sustainable value</a>, <a href="https://publications.waset.org/abstracts/search?q=value%20capturing" title=" value capturing"> value capturing</a> </p> <a href="https://publications.waset.org/abstracts/95372/analyzing-business-model-choices-and-sustainable-value-capturing-a-multiple-case-study-of-sharing-economy-business-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/95372.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">173</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19041</span> Proposing a Strategic Management Maturity Model for Continues Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ferhat%20Demir">Ferhat Demir</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Even if strategic management is highly critical for all types of organizations, only a few maturity models have been proposed in business literature for the area of strategic management activities. This paper updates previous studies and presents a new conceptual model for assessing the maturity of strategic management in any organization. Strategic management maturity model (S-3M) is basically composed of 6 maturity levels with 7 dimensions. The biggest contribution of S-3M is to put innovation into agenda of strategic management. The main objective of this study is to propose a model to align innovation with business strategies. This paper suggests that innovation (breakthrough new products/services and business models) is the only way of creating sustainable growth and strategy studies cannot ignore this aspect. Maturity models should embrace innovation to respond dynamic business environment and rapidly changing customer behaviours. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=strategic%20management" title="strategic management">strategic management</a>, <a href="https://publications.waset.org/abstracts/search?q=innovation" title=" innovation"> innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20model" title=" maturity model"> maturity model</a> </p> <a href="https://publications.waset.org/abstracts/89817/proposing-a-strategic-management-maturity-model-for-continues-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/89817.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">194</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19040</span> Virtual Co-Creation Model in Hijab Fashion Industry: Business Model Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Lisandy%20A.%20Suryana">Lisandy A. Suryana</a>, <a href="https://publications.waset.org/abstracts/search?q=Lidia%20Mayangsari"> Lidia Mayangsari</a>, <a href="https://publications.waset.org/abstracts/search?q=Santi%20Novani"> Santi Novani</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Creative industry in Indonesia become an important aspect of the economy. One of the sectors of creative industry which give the highest contribution toward Indonesia’s GDP is fashion sector. In line with the target of Indonesia in 2020 to be the qibla’ of moeslem fashion of the world, all of the stakeholders of the business ecosystem should collaborate. Rather than focus on the internal aspects of producer, external aspects such as customers, government, community, etc. become important to be involved in the ecosystem to support the development and sustainability of those fashion sector. Unfortunately, although Indonesia has the biggest moeslem population, the number of hijab business penetration only 10%. Therefore, this research aims to analyze and develop the virtual co-creation platform for hijab creative industry as the strategy to achieve sustainability and increase the market share. This preliminary research describes the main stakeholders in the hijab creative industry based on business model approach. This business model is adapted by considering the service science context, and the data is collected by using the qualitative approach especially in-depth interview. This business model shows the relationship between resource integration, value co-creation, the value proposition of the company, and also the financial aspect of the business. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=value%20co-creation" title="value co-creation">value co-creation</a>, <a href="https://publications.waset.org/abstracts/search?q=Hijab%20Fashion%20Industry" title=" Hijab Fashion Industry"> Hijab Fashion Industry</a>, <a href="https://publications.waset.org/abstracts/search?q=creative%20industry" title=" creative industry"> creative industry</a>, <a href="https://publications.waset.org/abstracts/search?q=service%20business%20model" title=" service business model"> service business model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20canvas" title=" business model canvas"> business model canvas</a> </p> <a href="https://publications.waset.org/abstracts/60342/virtual-co-creation-model-in-hijab-fashion-industry-business-model-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/60342.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">380</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19039</span> A Conceptual E-Business Model and the Effect of Strategic Planning Parameters on E-Business Strategy Management and Performance</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Alexandra%20Lipitakis">Alexandra Lipitakis</a>, <a href="https://publications.waset.org/abstracts/search?q=Evangelia%20A.%20E.%20C.%20Lipitakis"> Evangelia A. E. C. Lipitakis</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In this article, a class of e-business strategy planning parameters are introduced and their effect on financial and non-financial performance of e-businesses and organizations is investigated. The relationships between these strategic planning parameters, i.e. Formality, Participation, Sophistication, Thoroughness, Synergy and Cooperation, Entropic Factor, Adaptivity, Uncertainty and Financial and Non-Financial Performance are examined and the directions of these relationships are given. A conceptual model has been constructed and quantitative research methods can be used to test the considered eight hypotheses. In the framework of e-business strategy planning this research study clearly demonstrates how strategic planning components have positive relationships with e-business strategy management and performance. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-business%20management" title="e-business management">e-business management</a>, <a href="https://publications.waset.org/abstracts/search?q=e-business%20model" title=" e-business model"> e-business model</a>, <a href="https://publications.waset.org/abstracts/search?q=e-business%20performance%20assessments" title=" e-business performance assessments"> e-business performance assessments</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20management%20methodologies" title=" strategy management methodologies"> strategy management methodologies</a>, <a href="https://publications.waset.org/abstracts/search?q=strategy%20planning" title=" strategy planning"> strategy planning</a>, <a href="https://publications.waset.org/abstracts/search?q=quantitative%20methods" title=" quantitative methods"> quantitative methods</a> </p> <a href="https://publications.waset.org/abstracts/46598/a-conceptual-e-business-model-and-the-effect-of-strategic-planning-parameters-on-e-business-strategy-management-and-performance" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/46598.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">390</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19038</span> Business Process Orientation: Case of Croatia</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Ljubica%20Milanovi%C4%87%20Glavan">Ljubica Milanović Glavan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Because of the increasing business pressures, companies must be adaptable and flexible in order to withstand them. Inadequate business processes and low level of business process orientation, that in its core accentuates business processes as opposed to business functions and focuses on process performance and customer satisfaction, hider the ability to adapt to changing environment. It has been shown in previous studies that the companies which have reached higher business process maturity level consistently outperform those that have not reached them. The aim of this paper is to provide a basic understanding of business process orientation concept and business process maturity model. Besides that the paper presents the state of business process orientation in Croatia that has been captured with a study conducted in 2013. Based on the results some practical implications and guidelines for managers are given. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20orientation" title="business process orientation">business process orientation</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20maturity" title=" business process maturity"> business process maturity</a>, <a href="https://publications.waset.org/abstracts/search?q=Croatia" title=" Croatia"> Croatia</a>, <a href="https://publications.waset.org/abstracts/search?q=maturity%20score" title=" maturity score"> maturity score</a> </p> <a href="https://publications.waset.org/abstracts/10216/business-process-orientation-case-of-croatia" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10216.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">547</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19037</span> Telehealth Ecosystem: Challenge and Opportunity</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Rattakorn%20Poonsuph">Rattakorn Poonsuph</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Technological innovation plays a crucial role in virtual healthcare services. A growing number of telehealth platforms are concentrating on using digital tools to improve the quality and availability of care. As a result, telehealth represents an opportunity to redesign the way health services are delivered. The research objective is to discover a new business model for digital health services and related industries to participate with telehealth solutions. The business opportunity is valuable for healthcare investors as a startup company to further investigations or implement the telehealth platform. The paper presents a digital healthcare business model and business opportunities to related industries. These include digital healthcare services extending from a traditional business model and use cases of business opportunities to related industries. Although there are enormous business opportunities, telehealth is still challenging due to the patient adaption and digital transformation process within a healthcare organization. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=telehealth" title="telehealth">telehealth</a>, <a href="https://publications.waset.org/abstracts/search?q=Internet%20hospital" title=" Internet hospital"> Internet hospital</a>, <a href="https://publications.waset.org/abstracts/search?q=HealthTech" title=" HealthTech"> HealthTech</a>, <a href="https://publications.waset.org/abstracts/search?q=InsurTech" title=" InsurTech"> InsurTech</a> </p> <a href="https://publications.waset.org/abstracts/141011/telehealth-ecosystem-challenge-and-opportunity" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/141011.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">168</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19036</span> Online Learning for Modern Business Models: Theoretical Considerations and Algorithms</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Marian%20Sorin%20Ionescu">Marian Sorin Ionescu</a>, <a href="https://publications.waset.org/abstracts/search?q=Olivia%20Negoita"> Olivia Negoita</a>, <a href="https://publications.waset.org/abstracts/search?q=Cosmin%20Dobrin"> Cosmin Dobrin</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This scientific communication reports and discusses learning models adaptable to modern business problems and models specific to digital concepts and paradigms. In the PAC (probably approximately correct) learning model approach, in which the learning process begins by receiving a batch of learning examples, the set of learning processes is used to acquire a hypothesis, and when the learning process is fully used, this hypothesis is used in the prediction of new operational examples. For complex business models, a lot of models should be introduced and evaluated to estimate the induced results so that the totality of the results are used to develop a predictive rule, which anticipates the choice of new models. In opposition, for online learning-type processes, there is no separation between the learning (training) and predictive phase. Every time a business model is approached, a test example is considered from the beginning until the prediction of the appearance of a model considered correct from the point of view of the business decision. After choosing choice a part of the business model, the label with the logical value "true" is known. Some of the business models are used as examples of learning (training), which helps to improve the prediction mechanisms for future business models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=machine%20learning" title="machine learning">machine learning</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20models" title=" business models"> business models</a>, <a href="https://publications.waset.org/abstracts/search?q=convex%20analysis" title=" convex analysis"> convex analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=online%20learning" title=" online learning"> online learning</a> </p> <a href="https://publications.waset.org/abstracts/149342/online-learning-for-modern-business-models-theoretical-considerations-and-algorithms" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/149342.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">141</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19035</span> Open Innovation Strategy (OIS) Paradigm and an OIS Capabilities Model</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Anastasis%20D.%20Petrou">Anastasis D. Petrou</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Innovation and strategy discussions do highlight open innovation as a new paradigm in business. Yet, a number of stumbling blocks in the form of closed innovation principles weaved into the fabric of a traditional business model stand in the way of the new paradigm’s momentum to increase value in various business contexts. The paper argues that businesses considering an engagement with the open innovation paradigm would need to take steps to improve their multiplicative, absorptive and relational capabilities, respectively. The needed improvements would amount to a business model evolutionary transformation and eventually bring about a paradigm overhaul in business. The transformation is worth staging over time to ensure that open innovation is developed across interconnected and partnered areas of strategic importance. This article develops an open innovation strategy (OIS) capabilities model, and employs examples from different industries to briefly discuss OIS’s potential to augment business value in a number of suggested areas for future research. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=close%20innovation" title="close innovation">close innovation</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation%20paradigm" title=" open innovation paradigm"> open innovation paradigm</a>, <a href="https://publications.waset.org/abstracts/search?q=open%20innovation%20strategy%20%28OIS%29%20paradigm" title=" open innovation strategy (OIS) paradigm"> open innovation strategy (OIS) paradigm</a>, <a href="https://publications.waset.org/abstracts/search?q=OIS%20capabilities%20model" title=" OIS capabilities model"> OIS capabilities model</a>, <a href="https://publications.waset.org/abstracts/search?q=multiplicative%20capability" title=" multiplicative capability"> multiplicative capability</a>, <a href="https://publications.waset.org/abstracts/search?q=absorptive%20capability" title=" absorptive capability"> absorptive capability</a>, <a href="https://publications.waset.org/abstracts/search?q=relational%20capability" title=" relational capability"> relational capability</a> </p> <a href="https://publications.waset.org/abstracts/14432/open-innovation-strategy-ois-paradigm-and-an-ois-capabilities-model" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/14432.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">520</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19034</span> Inclusive Business Development: A Case Study of Developing Community-Operated Business Venture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Paula%20Linna">Paula Linna</a> </p> <p class="card-text"><strong>Abstract:</strong></p> During the recent years interest in inclusive business has increased. Still, research on inclusive business development is at infancy. This study provides empirical evidence on inclusive business development of mini-grid solution for the rural African communities. This study tests how well the insights of creation theory can explain inclusive business development process which often occurs under uncertainty due to demands for developing new technology, new business model and establishing business in new market. These several uncertain elements of business development impact what kind of business strategies the entrepreneur can practice and what kind of decision making tools to use. In addition, community engagement is essential for the successful operative management of a mini-grid solution. This study advances the understanding of inclusive business development and can be used as the foundation for future work to facilitate the process of new business venture creation at the BOP particularly when developing community-operated entrepreneurship model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=creation%20theory" title="creation theory">creation theory</a>, <a href="https://publications.waset.org/abstracts/search?q=base%20of%20the%20pyramid%20%28BOP%29" title=" base of the pyramid (BOP)"> base of the pyramid (BOP)</a>, <a href="https://publications.waset.org/abstracts/search?q=community-operated%20entrepreneurship" title=" community-operated entrepreneurship"> community-operated entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=rural%20African%20communities" title=" rural African communities"> rural African communities</a> </p> <a href="https://publications.waset.org/abstracts/9557/inclusive-business-development-a-case-study-of-developing-community-operated-business-venture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/9557.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">500</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19033</span> A Tool for Assessing Performance and Structural Quality of Business Process</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Mariem%20Kchaou">Mariem Kchaou</a>, <a href="https://publications.waset.org/abstracts/search?q=Wiem%20Khlif"> Wiem Khlif</a>, <a href="https://publications.waset.org/abstracts/search?q=Faiez%20Gargouri"> Faiez Gargouri</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Modeling business processes is an essential task when evaluating, improving, or documenting existing business processes. To be efficient in such tasks, a business process model (BPM) must have high structural quality and high performance. Evidently, evaluating the performance of a business process model is a necessary step to reduce time, cost, while assessing the structural quality aims to improve the understandability and the modifiability of the BPMN model. To achieve these objectives, a set of structural and performance measures have been proposed. Since the diversity of measures, we propose a framework that integrates both structural and performance aspects for classifying them. Our measure classification is based on business process model perspectives (e.g., informational, functional, organizational, behavioral, and temporal), and the elements (activity, event, actor, etc.) involved in computing the measures. Then, we implement this framework in a tool assisting the structural quality and the performance of a business process. The tool helps the designers to select an appropriate subset of measures associated with the corresponding perspective and to calculate and interpret their values in order to improve the structural quality and the performance of the model. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=performance" title="performance">performance</a>, <a href="https://publications.waset.org/abstracts/search?q=structural%20quality" title=" structural quality"> structural quality</a>, <a href="https://publications.waset.org/abstracts/search?q=perspectives" title=" perspectives"> perspectives</a>, <a href="https://publications.waset.org/abstracts/search?q=tool" title=" tool"> tool</a>, <a href="https://publications.waset.org/abstracts/search?q=classification%20framework" title=" classification framework"> classification framework</a>, <a href="https://publications.waset.org/abstracts/search?q=measures" title=" measures"> measures</a> </p> <a href="https://publications.waset.org/abstracts/120242/a-tool-for-assessing-performance-and-structural-quality-of-business-process" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/120242.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">157</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19032</span> Service Business Model Canvas: A Boundary Object Operating as a Business Development Tool</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Taru%20Hakanen">Taru Hakanen</a>, <a href="https://publications.waset.org/abstracts/search?q=Mervi%20Murtonen"> Mervi Murtonen</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This study aims to increase understanding of the transition of business models in servitization. The significance of service in all business has increased dramatically during the past decades. Service-dominant logic (SDL) describes this change in the economy and questions the goods-dominant logic on which business has primarily been based in the past. A business model canvas is one of the most cited and used tools in defining end developing business models. The starting point of this paper lies in the notion that the traditional business model canvas is inherently goods-oriented and best suits for product-based business. However, the basic differences between goods and services necessitate changes in business model representations when proceeding in servitization. Therefore, new knowledge is needed on how the conception of business model and the business model canvas as its representation should be altered in servitized firms in order to better serve business developers and inter-firm co-creation. That is to say, compared to products, services are intangible and they are co-produced between the supplier and the customer. Value is always co-created in interaction between a supplier and a customer, and customer experience primarily depends on how well the interaction succeeds between the actors. The role of service experience is even stronger in service business compared to product business, as services are co-produced with the customer. This paper provides business model developers with a service business model canvas, which takes into account the intangible, interactive, and relational nature of service. The study employs a design science approach that contributes to theory development via design artifacts. This study utilizes qualitative data gathered in workshops with ten companies from various industries. In particular, key differences between Goods-dominant logic (GDL) and SDL-based business models are identified when an industrial firm proceeds in servitization. As the result of the study, an updated version of the business model canvas is provided based on service-dominant logic. The service business model canvas ensures a stronger customer focus and includes aspects salient for services, such as interaction between companies, service co-production, and customer experience. It can be used for the analysis and development of a current service business model of a company or for designing a new business model. It facilitates customer-focused new service design and service development. It aids in the identification of development needs, and facilitates the creation of a common view of the business model. Therefore, the service business model canvas can be regarded as a boundary object, which facilitates the creation of a common understanding of the business model between several actors involved. The study contributes to the business model and service business development disciplines by providing a managerial tool for practitioners in service development. It also provides research insight into how servitization challenges companies’ business models. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=boundary%20object" title="boundary object">boundary object</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20canvas" title=" business model canvas"> business model canvas</a>, <a href="https://publications.waset.org/abstracts/search?q=managerial%20tool" title=" managerial tool"> managerial tool</a>, <a href="https://publications.waset.org/abstracts/search?q=service-dominant%20logic" title=" service-dominant logic "> service-dominant logic </a> </p> <a href="https://publications.waset.org/abstracts/30533/service-business-model-canvas-a-boundary-object-operating-as-a-business-development-tool" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/30533.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">366</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19031</span> A Case Study on Smart Energy City of the UK: Based on Business Model Innovation</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Minzheong%20Song">Minzheong Song </a> </p> <p class="card-text"><strong>Abstract:</strong></p> The purpose of this paper is to see a case of smart energy evolution of the UK along with government projects and smart city project like 'Smart London Plan (SLP)' in 2013 with the logic of business model innovation (BMI). For this, it discusses the theoretical logic and formulates a research framework of evolving smart energy from silo to integrated system. The starting point is the silo system with no connection and in second stage, the private investment in smart meters, smart grids implementation, energy and water nexus, adaptive smart grid systems, and building marketplaces with platform leadership. As results, the UK’s smart energy sector has evolved from smart meter device installation through smart grid to new business models such as water-energy nexus and microgrid service within the smart energy city system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=smart%20city" title="smart city">smart city</a>, <a href="https://publications.waset.org/abstracts/search?q=smart%20energy" title=" smart energy"> smart energy</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model" title=" business model"> business model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20innovation%20%28BMI%29" title=" business model innovation (BMI)"> business model innovation (BMI)</a> </p> <a href="https://publications.waset.org/abstracts/110461/a-case-study-on-smart-energy-city-of-the-uk-based-on-business-model-innovation" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110461.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">162</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19030</span> Developing a Sustainable Business Model for Platform-Based Applications in Small and Medium-Sized Enterprise Sawmills: A Systematic Approach</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Franziska%20Mais">Franziska Mais</a>, <a href="https://publications.waset.org/abstracts/search?q=Till%20Gramberg"> Till Gramberg</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The paper presents the development of a sustainable business model for a platform-based application tailored for sawing companies in small and medium-sized enterprises (SMEs). The focus is on the integration of sustainability principles into the design of the business model to ensure a technologically advanced, legally sound, and economically efficient solution. Easy2IoT is a research project that aims to enable companies in the prefabrication sheet metal and sheet metal processing industry to enter the Industrial Internet of Things (IIoT) with a low-threshold and cost-effective approach. The methodological approach of Easy2IoT includes an in-depth requirements analysis and customer interviews with stakeholders along the value chain. Based on these insights, actions, requirements, and potential solutions for smart services are derived. The structuring of the business ecosystem within the application plays a central role, whereby the roles of the partners, the management of the IT infrastructure and services, as well as the design of a sustainable operator model are considered. The business model is developed using the value proposition canvas, whereby a detailed analysis of the requirements for the business model is carried out, taking sustainability into account. This includes coordination with the business model patterns, according to Gassmann, and integration into a business model canvas for the Easy2IoT product. Potential obstacles and problems are identified and evaluated in order to formulate a comprehensive and sustainable business model. In addition, sustainable payment models and distribution channels are developed. In summary, the article offers a well-founded insight into the systematic development of a sustainable business model for platform-based applications in SME sawmills, with a particular focus on the synergy of ecological responsibility and economic efficiency. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20model" title="business model">business model</a>, <a href="https://publications.waset.org/abstracts/search?q=sustainable%20business%20model" title=" sustainable business model"> sustainable business model</a>, <a href="https://publications.waset.org/abstracts/search?q=IIoT" title=" IIoT"> IIoT</a>, <a href="https://publications.waset.org/abstracts/search?q=IIoT-platform" title=" IIoT-platform"> IIoT-platform</a>, <a href="https://publications.waset.org/abstracts/search?q=industrie%204.0" title=" industrie 4.0"> industrie 4.0</a>, <a href="https://publications.waset.org/abstracts/search?q=big%20data" title=" big data"> big data</a> </p> <a href="https://publications.waset.org/abstracts/179270/developing-a-sustainable-business-model-for-platform-based-applications-in-small-and-medium-sized-enterprise-sawmills-a-systematic-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/179270.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">82</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19029</span> Critical Success Factors of OCOP Business Model in Pattani Province, Thailand: A Qualitative Approach </h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Poonsuck%20Thatchaopas">Poonsuck Thatchaopas</a>, <a href="https://publications.waset.org/abstracts/search?q=Nik%20Kamariah%20Nik%20Mat"> Nik Kamariah Nik Mat</a>, <a href="https://publications.waset.org/abstracts/search?q=Nattakarn%20Eakuru"> Nattakarn Eakuru</a> </p> <p class="card-text"><strong>Abstract:</strong></p> “One College One Product” OCOP business model is launched by the Vocational Education Commission to encourage college students to choose at least one product for business venture. However, the number of successful OCOP projects is still minimal. The objective of this paper is to identify the critical success factors needed to be a successful OCOP business entrepreneur. This study uses qualitative method by interviewing business partners of an OCOP business called Crispy Roti Krua Acheeva Brand (CRKAB). This project was initiated by three female alumni students of the CRKAB. The finding shows that the main critical success factors are self-confidence, creativity or innovativeness, knowledge, skills and perseverance. Additionally, they reiterated that the keys to business success are product quality, perceived price, promotion, branding, new packaging to increase sales and continuous developments. The results implies for a business SME to be successful, the company should have credible partners and effective marketing plan. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=new%20entrepreneurship%20student%20model" title="new entrepreneurship student model">new entrepreneurship student model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20incubator" title=" business incubator"> business incubator</a>, <a href="https://publications.waset.org/abstracts/search?q=food%20industry" title=" food industry"> food industry</a>, <a href="https://publications.waset.org/abstracts/search?q=Pattani%20Province" title=" Pattani Province"> Pattani Province</a>, <a href="https://publications.waset.org/abstracts/search?q=Thailand" title=" Thailand"> Thailand</a> </p> <a href="https://publications.waset.org/abstracts/7012/critical-success-factors-of-ocop-business-model-in-pattani-province-thailand-a-qualitative-approach" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/7012.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">379</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19028</span> Human Resources and Business Result: An Empirical Approach Based on RBV Theory</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Xhevrie%20Mamaqi">Xhevrie Mamaqi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Organization capacity learning is a process referring to the sum total of individual and collective learning through training programs, experience and experimentation, among others. Today, in-business ongoing training is one of the most important strategies for human capital development and it is crucial to sustain and improve workers’ knowledge and skills. Many organizations, firms and business are adopting a strategy of continuous learning, encouraging employees to learn new skills continually to be innovative and to try new processes and work in order to achieve a competitive advantage and superior business results. This paper uses the Resource Based View and Capacities (RBV) approach to construct a hypothetical relationships model between training and business results. The test of the model is applied on transversal data. A sample of 266 business of Spanish sector service has been selected. A Structural Equation Model (SEM) is used to estimate the relationship between ongoing training, represented by two latent dimension denominated Human and Social Capital resources and economic business results. The coefficients estimated have shown the efficient of some training aspects explaining the variation in business results. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20results" title="business results">business results</a>, <a href="https://publications.waset.org/abstracts/search?q=human%20and%20social%20capital%20resources" title=" human and social capital resources"> human and social capital resources</a>, <a href="https://publications.waset.org/abstracts/search?q=training" title=" training"> training</a>, <a href="https://publications.waset.org/abstracts/search?q=RBV%20theory" title=" RBV theory"> RBV theory</a>, <a href="https://publications.waset.org/abstracts/search?q=SEM" title=" SEM"> SEM</a> </p> <a href="https://publications.waset.org/abstracts/10510/human-resources-and-business-result-an-empirical-approach-based-on-rbv-theory" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/10510.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">300</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19027</span> Customer Data Analysis Model Using Business Intelligence Tools in Telecommunication Companies</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Monica%20Lia">Monica Lia</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This article presents a customer data analysis model using business intelligence tools for data modelling, transforming, data visualization and dynamic reports building. Economic organizational customer’s analysis is made based on the information from the transactional systems of the organization. The paper presents how to develop the data model starting for the data that companies have inside their own operational systems. The owned data can be transformed into useful information about customers using business intelligence tool. For a mature market, knowing the information inside the data and making forecast for strategic decision become more important. Business Intelligence tools are used in business organization as support for decision-making. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=customer%20analysis" title="customer analysis">customer analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence" title=" business intelligence"> business intelligence</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20warehouse" title=" data warehouse"> data warehouse</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mining" title=" data mining"> data mining</a>, <a href="https://publications.waset.org/abstracts/search?q=decisions" title=" decisions"> decisions</a>, <a href="https://publications.waset.org/abstracts/search?q=self-service%20reports" title=" self-service reports"> self-service reports</a>, <a href="https://publications.waset.org/abstracts/search?q=interactive%20visual%20analysis" title=" interactive visual analysis"> interactive visual analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=and%20dynamic%20dashboards" title=" and dynamic dashboards"> and dynamic dashboards</a>, <a href="https://publications.waset.org/abstracts/search?q=use%20cases%20diagram" title=" use cases diagram"> use cases diagram</a>, <a href="https://publications.waset.org/abstracts/search?q=process%20modelling" title=" process modelling"> process modelling</a>, <a href="https://publications.waset.org/abstracts/search?q=logical%20data%20model" title=" logical data model"> logical data model</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20mart" title=" data mart"> data mart</a>, <a href="https://publications.waset.org/abstracts/search?q=ETL" title=" ETL"> ETL</a>, <a href="https://publications.waset.org/abstracts/search?q=star%20schema" title=" star schema"> star schema</a>, <a href="https://publications.waset.org/abstracts/search?q=OLAP" title=" OLAP"> OLAP</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20universes" title=" data universes"> data universes</a> </p> <a href="https://publications.waset.org/abstracts/39914/customer-data-analysis-model-using-business-intelligence-tools-in-telecommunication-companies" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39914.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">430</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19026</span> The Delone and McLean Model: A Review and Reconceptualisation for Explaining Organisational IS Success</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Probir%20Kumar%20Banerjee">Probir Kumar Banerjee</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Though the revised DeLone and McLean (DM) model of IS success is found to be effective at the individual level of analysis, there is lack of consensus in regard to its effectiveness at the organisational level. This research reviews the DM model in the light of business/IT alignment theory and supporting literature, and suggests its reconceptualization. Specifically, arguments are made for augmenting it with business process quality. Business process quality, it is argued, captures the effect of intent to use, use and user satisfaction interactions, thus eliminating the need to capture their interaction effects in explaining organisational IS success. It is also argued that ‘operational performance’ driven by systems and business process quality, and higher order measures of organisational performance tied to operational performance are appropriate measures of ‘net benefit’. Suggestions are made for reconceptualisation of the other constructs and an adapted model of organisational IS success is proposed. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=organisational%20IS%20success" title="organisational IS success">organisational IS success</a>, <a href="https://publications.waset.org/abstracts/search?q=business%2FIT%20alignment" title=" business/IT alignment"> business/IT alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=systems%20quality" title=" systems quality"> systems quality</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20process%20quality" title=" business process quality"> business process quality</a>, <a href="https://publications.waset.org/abstracts/search?q=operational%20performance" title=" operational performance"> operational performance</a>, <a href="https://publications.waset.org/abstracts/search?q=market%20performance" title=" market performance"> market performance</a> </p> <a href="https://publications.waset.org/abstracts/39428/the-delone-and-mclean-model-a-review-and-reconceptualisation-for-explaining-organisational-is-success" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39428.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">395</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19025</span> Business-to-Business Deals Based on a Co-Utile Collaboration Mechanism: Designing Trust Company of the Future</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Riccardo%20Bonazzi">Riccardo Bonazzi</a>, <a href="https://publications.waset.org/abstracts/search?q=Micha%C3%ABl%20Poli"> Michaël Poli</a>, <a href="https://publications.waset.org/abstracts/search?q=Abeba%20Nigussie%20Turi"> Abeba Nigussie Turi</a> </p> <p class="card-text"><strong>Abstract:</strong></p> This paper presents an applied research of a new module for the financial administration and management industry, Personalizable and Automated Checklists Integrator, Overseeing Legal Investigations (PACIOLI). It aims at designing the business model of the trust company of the future. By identifying the key stakeholders, we draw a general business process design of the industry. The business model focuses on disintermediating the traditional form of business through the new technological solutions of a software company based in Switzerland and hence creating a new interactive platform. The key stakeholders of this interactive platform are identified as IT experts, legal experts, and the New Edge Trust Company (NATC). The mechanism we design and propose has a great importance in improving the efficiency of the financial business administration and management industry, and it also helps to foster the provision of high value added services in the sector. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=new%20edge%20trust%20company" title="new edge trust company">new edge trust company</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20model%20design" title=" business model design"> business model design</a>, <a href="https://publications.waset.org/abstracts/search?q=automated%20checklists" title=" automated checklists"> automated checklists</a>, <a href="https://publications.waset.org/abstracts/search?q=financial%20technology" title=" financial technology"> financial technology</a> </p> <a href="https://publications.waset.org/abstracts/71678/business-to-business-deals-based-on-a-co-utile-collaboration-mechanism-designing-trust-company-of-the-future" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/71678.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">372</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19024</span> Social Business Models: When Profits and Impacts Are Not at Odds</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Elisa%20Pautasso">Elisa Pautasso</a>, <a href="https://publications.waset.org/abstracts/search?q=Matteo%20Castagno"> Matteo Castagno</a>, <a href="https://publications.waset.org/abstracts/search?q=Michele%20Osella"> Michele Osella</a> </p> <p class="card-text"><strong>Abstract:</strong></p> In the last decade, the emergence of new social needs as an effect of the economic crisis has stimulated the flourishing of business endeavours characterised by explicit social goals. Social start-ups, social enterprises or Corporate Social Responsibility operations carried out by traditional companies are quintessential examples in this regard. This paper analyses these kinds of initiatives in order to discover the main characteristics of social business models and to provide insights to social entrepreneurs for developing or improving their strategies. The research is conducted through the integration of literature review and case study analysis and, thanks to the recognition of the importance of both profits and social impacts as the key success factors for a social business model, proposes a framework for identifying indicators suitable for measuring the social impacts generated. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20model" title="business model">business model</a>, <a href="https://publications.waset.org/abstracts/search?q=case%20study" title=" case study"> case study</a>, <a href="https://publications.waset.org/abstracts/search?q=impacts" title=" impacts"> impacts</a>, <a href="https://publications.waset.org/abstracts/search?q=social%20business" title=" social business"> social business</a> </p> <a href="https://publications.waset.org/abstracts/39516/social-business-models-when-profits-and-impacts-are-not-at-odds" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/39516.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">349</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19023</span> Measuring Business Strategy and Information Systems Alignment</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amit%20Saraswat">Amit Saraswat</a>, <a href="https://publications.waset.org/abstracts/search?q=Ruchi%20Tewari"> Ruchi Tewari</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Purpose: The research paper aims at understanding the alignment of business and IT in the Indian context and the business value attached to such an alignment. Methodology: The study is conducted in two stages. Stage one: Bibliographic research was conducted to evolve the parameters for defining alignment. Stage two: Evolving a model for strategic alignment to conduct an empirical study. The model is defined in terms of four fundamental domains of strategic management choice – business strategy, information strategy, organizational structure, and information technology structure. A survey through a questionnaire was conducted across organizations from 4 different industries and Structure Equation Modelling (SEM) technique is used for validating the model. Findings: In the Indian scenario all the subscales of alignment could not be validated. It could be validated that organizational strategy impacts information strategy and information technology structure. Research Limitations: The study is limited to the Indian context. Business IT alignment may be culture dependent so further research is required to validate the model in other cultures. Originality/Value: In the western world several models of alignment of business strategy and information systems is available but they do not measure the extent of alignment which the current study in the Indian context. Findings of the study can be used by managers in strategizing and understanding their business and information systems needs holistically and cohesively leading to efficient use of resources and output. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20strategy" title="business strategy">business strategy</a>, <a href="https://publications.waset.org/abstracts/search?q=information%20technology%20%28IT%29" title=" information technology (IT)"> information technology (IT)</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20IT%20alignment" title=" business IT alignment"> business IT alignment</a>, <a href="https://publications.waset.org/abstracts/search?q=SEM" title=" SEM"> SEM</a> </p> <a href="https://publications.waset.org/abstracts/1744/measuring-business-strategy-and-information-systems-alignment" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/1744.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">388</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19022</span> Fuzzy Set Qualitative Comparative Analysis in Business Models' Study</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Debkowska">K. Debkowska</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The aim of this article is presenting the possibilities of using Fuzzy Set Qualitative Comparative Analysis (fsQCA) in researches concerning business models of enterprises. FsQCA is a bridge between quantitative and qualitative researches. It's potential can be used in analysis and evaluation of business models. The article presents the results of a study conducted on the basis of enterprises belonging to different sectors: transport and logistics, industry, building construction, and trade. The enterprises have been researched taking into account the components of business models and the financial condition of companies. Business models are areas of complex and heterogeneous nature. The use of fsQCA has enabled to answer the following question: which components of a business model and in which configuration influence better financial condition of enterprises. The analysis has been performed separately for particular sectors. This enabled to compare the combinations of business models' components which actively influence the financial condition of enterprises in analyzed sectors. The following components of business models were analyzed for the purposes of the study: Key Partners, Key Activities, Key Resources, Value Proposition, Channels, Cost Structure, Revenue Streams, Customer Segment and Customer Relationships. These components of the study constituted the variables shaping the financial results of enterprises. The results of the study lead us to believe that fsQCA can help in analyzing and evaluating a business model, which is important in terms of making a business decision about the business model used or its change. In addition, results obtained by fsQCA can be applied by all stakeholders connected with the company. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20models" title="business models">business models</a>, <a href="https://publications.waset.org/abstracts/search?q=components%20of%20business%20models" title=" components of business models"> components of business models</a>, <a href="https://publications.waset.org/abstracts/search?q=data%20analysis" title=" data analysis"> data analysis</a>, <a href="https://publications.waset.org/abstracts/search?q=fsQCA" title=" fsQCA"> fsQCA</a> </p> <a href="https://publications.waset.org/abstracts/85086/fuzzy-set-qualitative-comparative-analysis-in-business-models-study" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85086.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">171</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19021</span> Assessing Readiness Model for Business Intelligence Implementation in Organization</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Abdul%20Razak%20Rahmat">Abdul Razak Rahmat</a>, <a href="https://publications.waset.org/abstracts/search?q=Azizah%20Ahmad"> Azizah Ahmad</a>, <a href="https://publications.waset.org/abstracts/search?q=Azman%20Ta%E2%80%99aa"> Azman Ta’aa</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The deployment of Business Intelligence (BI) for organization at the beginning phase is very crucial. Results from the previous studies found that more than half of the BI project fails to meet the objective even though a lot money are spent. Based on that problem, the readiness level of BI for the organization is important to identify in order to reduce the risk before the actual BI project is implemented. In this paper, rigorous literature review on the aspect success factors such as Critical Success Factors (CSFs), Readiness Factors (RFs), Success Factors (SFs), are discussed by different authors. The paper also adopted a few models from previous study as a guide for the assessment of BI readiness. The expected finding from this research is the Business Intelligent Readiness Model (BiRM) as a guild before implement the BI system. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20readiness%20model" title="business intelligence readiness model">business intelligence readiness model</a>, <a href="https://publications.waset.org/abstracts/search?q=business%20intelligence%20for%20higher%20learning" title=" business intelligence for higher learning"> business intelligence for higher learning</a>, <a href="https://publications.waset.org/abstracts/search?q=BI%20readiness%20factors" title=" BI readiness factors"> BI readiness factors</a>, <a href="https://publications.waset.org/abstracts/search?q=BI%20critical%20success%20factors%28CSF%29" title=" BI critical success factors(CSF)"> BI critical success factors(CSF)</a> </p> <a href="https://publications.waset.org/abstracts/48363/assessing-readiness-model-for-business-intelligence-implementation-in-organization" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/48363.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">371</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19020</span> Reference Model for the Implementation of an E-Commerce Solution in Peruvian SMEs in the Retail Sector</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Julio%20Kauss">Julio Kauss</a>, <a href="https://publications.waset.org/abstracts/search?q=Miguel%20Cadillo"> Miguel Cadillo</a>, <a href="https://publications.waset.org/abstracts/search?q=David%20Mauricio"> David Mauricio</a> </p> <p class="card-text"><strong>Abstract:</strong></p> E-commerce is a business model that allows companies to optimize the processes of buying, selling, transferring goods and exchanging services through computer networks or the Internet. In Peru, the electronic commerce is used infrequently. This situation is due, in part to the fact that there is no model that allows companies to implement an e-commerce solution, which means that most SMEs do not have adequate knowledge to adapt to electronic commerce. In this work, a reference model is proposed for the implementation of an e-commerce solution in Peruvian SMEs in the retail sector. It consists of five phases: Business Analysis, Business Modeling, Implementation, Post Implementation and Results. The present model was validated in a SME of the Peruvian retail sector through the implementation of an electronic commerce platform, through which the company increased its sales through the delivery channel by 10% in the first month of deployment. This result showed that the model is easy to implement, is economical and agile. In addition, it allowed the company to increase its business offer, adapt to e-commerce and improve customer loyalty. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=e-commerce" title="e-commerce">e-commerce</a>, <a href="https://publications.waset.org/abstracts/search?q=retail" title=" retail"> retail</a>, <a href="https://publications.waset.org/abstracts/search?q=SMEs" title=" SMEs"> SMEs</a>, <a href="https://publications.waset.org/abstracts/search?q=reference%20model" title=" reference model"> reference model</a> </p> <a href="https://publications.waset.org/abstracts/85325/reference-model-for-the-implementation-of-an-e-commerce-solution-in-peruvian-smes-in-the-retail-sector" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/85325.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">320</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19019</span> Model Observability – A Monitoring Solution for Machine Learning Models</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Amreth%20Chandrasehar">Amreth Chandrasehar</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Machine Learning (ML) Models are developed and run in production to solve various use cases that help organizations to be more efficient and help drive the business. But this comes at a massive development cost and lost business opportunities. According to the Gartner report, 85% of data science projects fail, and one of the factors impacting this is not paying attention to Model Observability. Model Observability helps the developers and operators to pinpoint the model performance issues data drift and help identify root cause of issues. This paper focuses on providing insights into incorporating model observability in model development and operationalizing it in production. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=model%20observability" title="model observability">model observability</a>, <a href="https://publications.waset.org/abstracts/search?q=monitoring" title=" monitoring"> monitoring</a>, <a href="https://publications.waset.org/abstracts/search?q=drift%20detection" title=" drift detection"> drift detection</a>, <a href="https://publications.waset.org/abstracts/search?q=ML%20observability%20platform" title=" ML observability platform"> ML observability platform</a> </p> <a href="https://publications.waset.org/abstracts/174152/model-observability-a-monitoring-solution-for-machine-learning-models" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/174152.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">112</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19018</span> Methods for Business Process Simulation Based on Petri Nets</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=K.%20Shoylekova">K. Shoylekova</a>, <a href="https://publications.waset.org/abstracts/search?q=K.%20Grigorova"> K. Grigorova</a> </p> <p class="card-text"><strong>Abstract:</strong></p> The Petri nets are the first standard for business process modeling. Most probably, it is one of the core reasons why all new standards created afterwards have to be so reformed as to reach the stage of mapping the new standard onto Petri nets. The paper presents a Business process repository based on a universal database. The repository provides the possibility the data about a given process to be stored in three different ways. Business process repository is developed with regard to the reformation of a given model to a Petri net in order to be easily simulated two different techniques for business process simulation based on Petri nets - Yasper and Woflan are discussed. Their advantages and drawbacks are outlined. The way of simulating business process models, stored in the Business process repository is shown. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=business%20process%20repository" title="business process repository">business process repository</a>, <a href="https://publications.waset.org/abstracts/search?q=petri%20nets" title=" petri nets"> petri nets</a>, <a href="https://publications.waset.org/abstracts/search?q=simulation" title=" simulation"> simulation</a>, <a href="https://publications.waset.org/abstracts/search?q=Woflan" title=" Woflan"> Woflan</a>, <a href="https://publications.waset.org/abstracts/search?q=Yasper" title=" Yasper"> Yasper</a> </p> <a href="https://publications.waset.org/abstracts/41091/methods-for-business-process-simulation-based-on-petri-nets" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/41091.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">370</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19017</span> Transgenerational Entrepreneurship in Chinese Family Businesses: Proposal for a Model of Work-Life Synergy</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Jenny%20Oliveros%20Lao%20Phillips">Jenny Oliveros Lao Phillips</a>, <a href="https://publications.waset.org/abstracts/search?q=Arturo%20E.%20Osorio"> Arturo E. Osorio</a>, <a href="https://publications.waset.org/abstracts/search?q=Jos%C3%A9%20Alves"> José Alves</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Family business are the dominant form of business in the world, and Chinese family business (CFB) is a unique type of family business that relies on collective action to survive. This paper argues that in CFBs, entrepreneurial actions are transgenerational collective endeavors, and successors are groomed as stewards of the family legacy. Work-life relationship in CFBs is about synergy and not balance because the family identity is the business identity, and vice-versa. Using five in-depth case studies, this research introduces an alternative understanding of CFBs and proposes a model of work-life synergy in transgenerational entrepreneurship based on discussion of five theory-based propositions. This model explains that through emphasizing on the business family’s shared value and entrepreneurial legacy, elements of trust, shared identity and stewardship of family members are enhanced which leads to collective action and goal of the business family, resulting in transgenerational entrepreneurship. Limitations and future research are presented. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=Chinese%20family%20business" title="Chinese family business">Chinese family business</a>, <a href="https://publications.waset.org/abstracts/search?q=family%20legacy" title=" family legacy"> family legacy</a>, <a href="https://publications.waset.org/abstracts/search?q=stewardship" title=" stewardship"> stewardship</a>, <a href="https://publications.waset.org/abstracts/search?q=transgenerational%20entrepreneurship" title=" transgenerational entrepreneurship"> transgenerational entrepreneurship</a>, <a href="https://publications.waset.org/abstracts/search?q=work-life%20synergy" title=" work-life synergy"> work-life synergy</a> </p> <a href="https://publications.waset.org/abstracts/79538/transgenerational-entrepreneurship-in-chinese-family-businesses-proposal-for-a-model-of-work-life-synergy" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/79538.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">298</span> </span> </div> </div> <div class="card paper-listing mb-3 mt-3"> <h5 class="card-header" style="font-size:.9rem"><span class="badge badge-info">19016</span> Bridging the Gap through New Media Technology Acceptance: Exploring Chinese Family Business Culture</h5> <div class="card-body"> <p class="card-text"><strong>Authors:</strong> <a href="https://publications.waset.org/abstracts/search?q=Farzana%20Sharmin">Farzana Sharmin</a>, <a href="https://publications.waset.org/abstracts/search?q=Mohammad%20Tipu%20Sultan"> Mohammad Tipu Sultan</a> </p> <p class="card-text"><strong>Abstract:</strong></p> Emerging new media technology such as social media and social networking sites have changed the family business dynamics in Eastern Asia. The family business trends in China has been developed at an exponential rate towards technology. In the last two decades, many of this family business has succeeded in becoming major players in the Chinese and world economy. But there are a very few availabilities of literature on Chinese context regarding social media acceptance in terms of the family business. Therefore, this study has tried to cover the gap between culture and new media technology to understand the attitude of Chinese young entrepreneurs’ towards the family business. This paper focused on two cultural dimensions (collectivism, long-term orientation), which are adopted from Greet Hofstede’s. Additionally perceived usefulness and ease of use adopted from the Technology Acceptance Model (TAM) to explore the actual behavior of technology acceptance for the family business. A quantitative survey method (n=275) used to collect data Chinese family business owners' in Shanghai. The inferential statistical analysis was applied to extract trait factors, and verification of the model, respectively. The research results found that using social media for family business promotion has highly influenced by cultural values (collectivism and long-term orientation). The theoretical contribution of this research may also assist policymakers and practitioners of other developing countries to advertise and promote the family business through social media. <p class="card-text"><strong>Keywords:</strong> <a href="https://publications.waset.org/abstracts/search?q=China" title="China">China</a>, <a href="https://publications.waset.org/abstracts/search?q=cultural%20dimensions" title=" cultural dimensions"> cultural dimensions</a>, <a href="https://publications.waset.org/abstracts/search?q=family%20business" title=" family business"> family business</a>, <a href="https://publications.waset.org/abstracts/search?q=technology%20acceptance%20model" title=" technology acceptance model"> technology acceptance model</a>, <a href="https://publications.waset.org/abstracts/search?q=TAM" title=" TAM"> TAM</a> </p> <a href="https://publications.waset.org/abstracts/110742/bridging-the-gap-through-new-media-technology-acceptance-exploring-chinese-family-business-culture" class="btn btn-primary btn-sm">Procedia</a> <a href="https://publications.waset.org/abstracts/110742.pdf" target="_blank" class="btn btn-primary btn-sm">PDF</a> <span class="bg-info text-light px-1 py-1 float-right rounded"> Downloads <span class="badge badge-light">147</span> </span> </div> </div> <ul class="pagination"> <li class="page-item disabled"><span class="page-link">&lsaquo;</span></li> <li class="page-item active"><span class="page-link">1</span></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=business%20model&page=2">2</a></li> <li class="page-item"><a class="page-link" href="https://publications.waset.org/abstracts/search?q=business%20model&page=3">3</a></li> <li class="page-item"><a class="page-link" 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