01572nas a2200253   4500008004100000022001400041245011200055210006900167260004200236300001000278490000700288520082400295653002001119653001901139653001601158653001901174653001301193653001501206653001201221653001301233100002001246700002201266856003001288       2020                        eng d  a1927-032100aA Conceptual Development of a Business Model Typology in Tourism: the impact of digitalization and location0 aConceptual Development of a Business Model Typology in Tourism t  aOttawabTalent First Networkc07/2020  a17-280 v103 aThis paper aims to conceptually develop a business model typology in tourism. It focuses on digitalization and destination location as important contextual factors when developing the typology. The paper builds on prior research on business models and tourism research by adopting configuration theory to create a typology of business models in tourism businesses. Four business model archetypes are identified: (1) bricks and mortar business models, (2) digitalized destinations, (3) create a destination, and (4) intermediary business models. The typology contributes to the literature by identifying different types of business models in the tourism sector. The typology also helps to ground the business model concept theoretically, something that has been considered as missing in previous business model research.10abusiness models10aconfigurations10adestination10adigitalization10alocation10atechnology10atourism10atypology1 aLinton, Gabriel1 aÖberg, Christina  utimreview.ca/article/137201602nas a2200205   4500008004100000022001400041245008700055210006900142260004200211300001000253490000700263520097200270653002201242653002601264653001901290653001001309653002501319100002201344856003001366       2020                        eng d  a1927-032100aOpen Marketing: Conceptualizing external parties’ strategic marketing activities0 aOpen Marketing Conceptualizing external parties strategic market  aOttawabTalent First Networkc08/2020  a14-260 v103 aOpen marketing as conceptualized in this paper refers to how external parties take part in strategic, integrative marketing activities. To distinguish this more recent trend in marketing from traditional meanings of marketing, the paper provides a typology on roles and role keepers in marketing. Four types of roles and role keepers are outlined: marketing as 1) solely being performed by actors in the supplier company communicating offerings, 2) an activity shared among functions of the supplier company, 3) external parties communicating offerings, and 4) external parties contributing to strategic marketing. Using the concept of 'roles' in marketing helps to structure activities and actors - or roles and role keepers - and provides a basis for understanding that marketing results from what is done, not merely from who performs it. The paper underlines how new ways of conducting business also have implications for a company's marketing beyond its borders.10aConceptualization10aIntegrative marketing10aOpen marketing10aroles10aStrategic marketing.1 aÖberg, Christina  utimreview.ca/article/137701711nas a2200217   4500008004100000022001400041245009100055210006900146260004200215300001000257490000600267520104100273653001601314653002701330653001901357653002201376100002201398700001801420700001801438856003701456       2018                        eng d  a1927-032100aAdditive Manufacturing and Business Models: Current Knowledge and Missing Perspectives0 aAdditive Manufacturing and Business Models Current Knowledge and  aOttawabTalent First Networkc06/2018  a15-330 v83 aAdditive manufacturing, that is 3D printing technology, may change the way companies operate their businesses. This article adopts a business model perspective to create an understanding of what we know about these changes. It summarizes current knowledge on additive manufacturing within management and business research, and it discusses future research directions in relation to business models for additive manufacturing. Using the scientific database Web of Science, 116 journal articles were identified. The literature review reveals that most research concerns manufacturing optimization. A more holistic view of the changes that additive manufacturing may bring about for firms is needed, as is more research on changed value propositions, and customer/sales-related issues. The article contributes to previous research by systematically summarizing additive manufacturing research in the business and management literature, and by highlighting areas for further investigation related to the business models of individual firms.10a3D printing10aadditive manufacturing10abusiness model10aliterature review1 aÖberg, Christina1 aShams, Tawfiq1 aAsnafi, Nader  uhttp://timreview.ca/article/1162