Featured Session 2

Business Models: Transitioning from Research to Practice and Back

Track C

Date: Monday, October 8, 2012

 

Time: 08:00 – 09:15

Featured Panel

Room: Meeting Room 1.1


Session Chair:

  • Charles Baden-Fuller, City University London

    photo of Charles Baden-Fuller

    Charles Baden-Fuller is known for his strategy research and assistance to companies. He has established a reputation on the rejuvenation of mature firms through his work with CEO's, his academic articles and his (co-authored) Harvard Business Press "Rejuvenating the Mature Business". He currently works on issues of knowledge management and entrepreneurship in high technology firms, including the practical use of real options and alliance structures. Professor Baden-Fuller holds degrees in Mathematics and Economics from Oxford, Cornell, and London Business School of Economics. He has worked at Chase Manhattan in New York, the London Business School and the University of Bath. He has combined this with visiting positions at the Universities of Bologna and Katholieke (Belgium), Erasmus Rotterdam, Duke, Berkeley, and Wharton in the US. Charles Baden-Fuller is also the Editor-in-chief of Long Range Planning, a leading international strategy, since 1999.


Panelists:

Abstract: A strong business model is essential for organisational success. Although scholarly management research (and the business press) has done much to unpick the value creation dimensions of the business model including exploring the relationship between business model choice and creating competitive advantage; many important questions still remain unanswered for those researchers interested in building the bridge between research and practice. And this panel is not just interested in addressing researchers, it also asks what do we know and need to know for better practice. It is at moments of transition when the question of business model choice comes to the fore. One such moment comes when new products and services are being launched, and new markets are being formed: here firms compete not only on the attributes of what is being offered, but also on the business model that dictates the methods of delivery and charging. Another moment comes when markets are maturing or when boundaries are falling due to political and economic integration: at this moment established players lay them-selves open to new competition, often from other markets and other countries. Once again, it is the new business model that represents the strongest threat. So in this panel, we address both researchers and practitioners with a panel of experts who will address some key issues and engage with the audience on their concerns.

All Sessions in Track C...

Mon: 08:00 – 09:15
Session 2: Business Models: Transitioning from Research to Practice and Back
Mon: 09:30 – 10:45
Session 3: Strategic Change, Resources, and Business Model Transitions
Mon: 13:30 – 14:45
Session 4: Managerial Behavior and Business Model Transitions
Tue: 08:00 – 09:15
Session 5: Transitions in Governance and Business Models
Tue: 11:00 – 12:15
Session 6: Organizational Learning and Business Model Transitions
Tue: 14:15 – 15:30
Session 8: Business Model Transitions in Transitional Market Settings
Tue: 15:45 – 17:00
Session 9: Business Model Transitions As Industry Sector Phenomena


Strategic Management Society

Prague