<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Ronald C. Beckett</style></author><author><style face="normal" font="default" size="100%">John Dalrymple</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Business Model Architecture by Design</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">activity theory</style></keyword><keyword><style  face="normal" font="default" size="100%">architecture</style></keyword><keyword><style  face="normal" font="default" size="100%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">business networks</style></keyword><keyword><style  face="normal" font="default" size="100%">design</style></keyword><keyword><style  face="normal" font="default" size="100%">dynamic capabilities</style></keyword><keyword><style  face="normal" font="default" size="100%">ISO/IEC 42010</style></keyword><keyword><style  face="normal" font="default" size="100%">multiple viewpoints</style></keyword><keyword><style  face="normal" font="default" size="100%">relationship matrix</style></keyword><keyword><style  face="normal" font="default" size="100%">strategy</style></keyword><keyword><style  face="normal" font="default" size="100%">Zachman framework</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2019</style></year><pub-dates><date><style  face="normal" font="default" size="100%">07/2019</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://timreview.ca/article/1252</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">16-27</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">In this article, we view business models as complex deal-making activity systems organized to create, deliver, and capture value. Unlike some other viewpoints, we emphasize both system components and their interconnection. Business activities are carried out by a network of actors drawing on a network of resources, and individual firms seek to configure these intersecting networks to enhance their competitive positioning. The business model literature refers to the significance of antecedent activities in providing context – opportunities the firm decides to pursue, the strategy adopted, and requisite capabilities. Drawing on this literature, we propose an approach to framing business model context. Drawing on the information systems literature, we identify a toolkit facilitating activity system architecture design. We suggest how this both draws out the underlying complexity of a business model and shows how a multiplicity of views makes sense.</style></abstract><issue><style face="normal" font="default" size="100%">7</style></issue><custom1><style face="normal" font="default" size="100%">Swinburne University of Technology
Ron Beckett is an industry practitioner with more than 30 years of experience in the implementation of creative change and innovation management in Aerospace and Manufacturing. He frequently works at the academia–industry interface, with a focus on Learning to Compete. Ron is an Adjunct Professor at Swinburne University, and he has held similar appointments at several other universities. He has authored or co-authored more than 100 conference papers, journal articles, and book chapters related to the pursuit of best practice in extracting value from innovative ideas, knowledge management, and effective collaboration implementation.</style></custom1><custom2><style face="normal" font="default" size="100%">Swinburne University of Technology
John Dalrymple holds a BA (Hons) from the University of Stirling and a PhD from the University of Strathclyde in Scotland where he worked with the Scottish Enterprise Foundation to improve the performance of small and medium-sized companies. He was Founding Director of the Centre for Management Quality Research at RMIT University. John, the staff, and students of the Centre were regular recipients of “Best Paper” awards at international conferences. His publications have attracted more than 1100 citations to date. John was the Editor of the &lt;em&gt;Quality Assurance in Education&lt;/em&gt; journal from 2003 until 2019. He has supervised over 20 PhD candidates to successful completion. In October 2018, John was presented with the J. M. Juran Award by the Australian Organisation for Quality. 
</style></custom2></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Marikka Heikkilä</style></author><author><style face="normal" font="default" size="100%">Leni Kuivaniemi</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">Ecosystem Under Construction: An Action Research Study on Entrepreneurship in a Business Ecosystem</style></title><secondary-title><style face="normal" font="default" size="100%">Technology Innovation Management Review</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">business ecosystems</style></keyword><keyword><style  face="normal" font="default" size="100%">business model</style></keyword><keyword><style  face="normal" font="default" size="100%">business networks</style></keyword><keyword><style  face="normal" font="default" size="100%">health exercise</style></keyword><keyword><style  face="normal" font="default" size="100%">wellbeing</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">06/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://timreview.ca/article/564</style></url></web-urls></urls><publisher><style face="normal" font="default" size="100%">Talent First Network</style></publisher><pub-location><style face="normal" font="default" size="100%">Ottawa</style></pub-location><volume><style face="normal" font="default" size="100%">2</style></volume><pages><style face="normal" font="default" size="100%">18-24</style></pages><abstract><style face="normal" font="default" size="100%">In recent years, we have seen increasing interest in new service concepts that take advantage of the capabilities of business ecosystems instead of single companies. In this article, we describe how a business ecosystem begins to develop around a service business idea proposed by an entrepreneur. We aim to recognize the different domains of players that are or should be involved in the ecosystem while it is under construction. The article concludes with an ecosystem model consisting of six sub-ecosystems having different change drivers and clockspeeds.</style></abstract><issue><style face="normal" font="default" size="100%">6</style></issue><custom1><style face="normal" font="default" size="100%">University of Jyväskylä
Marikka Heikkilä, PhD. Econ., is project manager at the University of Jyväskylä. She serves as a coordinator of several national and international projects. Her areas of interests are business networks, business models, and coordination of complex operations. Outside the university, she is an active entrepreneur. Previously, Marikka has worked as lecturer, assistant professor, and researcher at the Helsinki School of Economics and at the Faculty of IT at the University of Jyväskylä.</style></custom1><custom2><style face="normal" font="default" size="100%">Jyväskylä School of Business and Economics
Leni Kuivaniemi, PhD. Econ., is currently working as a project manager in the Jyväskylä School of Business and Economics (JSBE). She is also partner and manager in two growth ventures. Leni has strong experience in sales, entrepreneurship, and growth venturing, both in teaching and practice. Previously she has worked as an assistant professor and a program co-director at JSBE. Leni also holds a master's degree in law from the University of Helsinki.</style></custom2></record></records></xml>