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There are a number of traditional business strategy theories that have been used to discuss business‐to‐business (B2B) e‐commerce strategy: Transaction Cost Economics, Resource‐Based View, Porter’s Market Forces Theory, and Channel Theory. However, there currently exists no comprehensive framework linking these theories into a method to rigorously assess value delivery strategies, and in particular to determine how to maximise the impact of the Internet as a value delivery channel. This paper answers this shortcoming by introducing a framework that draws together the main theories of strategic choice in a systematic fashion. In particular, the paper examines how different ways of delivering the same form of value (rather than particular products) from producer to customer may allow exploitation of the desirable features of the Internet to different degrees. By using a novel distribution business model from a real‐life case study to illustrate this framework, the paper uncovers several novel ways the Internet can enhance B2B strategy. The main contribution of the paper is the development of a formal, semi‐quantitative model of value delivery strategy evaluation, which can be used as a starting point for practical evaluation of strategy choices in particular settings, and also as a theoretical tool for discussing the role of the Internet in B2B e‐commerce in a more rigorous way.

Existing business model frameworks show weak conceptual unification, a paucity of measurement focus and limitations when applied in emerging economies. The study proposes a new business model framework – “Start-up Evaluation Calculus Using Research Evidence” (SECURE). The purpose of this study is to allow the measurement of the impact of business model design on start-up performance in emerging economies.

Data collected from 713 entrepreneurs in select cities of India, Oman and the United Arab Emirates is analyzed through structural equation modeling. The study uses measurement and structural models to examine the validity of measures and additionally tests the five hypothesized relationships proposed in the study.

The SECURE’s components comprising desirability, marketability, feasibility, scalability and viability showed validity and reliability. They synergistically demonstrated a statistically significant effect on a mix of financial and non-financial start-up performance outcomes. An alternative structural relationship that examined the impact of SECURE on only financial performance outcomes showed a weaker model fit. The findings indicate that a business model framework is useful when its ex ante measures show a positive causal effect on the desired performance outcomes.

The scores obtained by the SECURE framework serve as an evaluative tool that informs entrepreneurs and start-ups on the readiness of their proposed, incubated or existing start-ups.

Replacing subjective judgments with objective assessment criteria, SECURE is one of the first quantitative and performance-driven business model frameworks that contain measures from all functional domains of a start-up business. Start-ups can evaluate their business models against the SECURE model’s research-driven quantitative criteria and assess their impact on start-up performance.

The purpose of this research is to establish an evaluation model for business value of a company's existing patents portfolio to improve the performance of the technology development and the company’s competitiveness through identifying the right direction for technology development.

This research targets 11 leading companies in ten manufacturing industries and one e‐business industry and evaluates their existing patents portfolios. This research developed a core business model set by using clustering and classification. For comparative analysis, this research sets NAVER as a leading company and DAUM as a following company in e‐business industry.

This research proposes nine business model components to evaluate a patent from business perspectives. Second, by evaluating a company's existing patents portfolio in view of business model components, this research proposes the importance of business model components and developed six core business models. Through these role models, companies can analyze the directions for development in the future and find companies with similar characteristics.

This research develops a methodology to provide the direction for technology development of a company by evaluating technologies through the patents portfolio of a company rather than evaluating the value of a single patent. It is different from previous research that evaluates R&D from technology perspectives; this research takes account of the business value of technologies by developing tools in view of business model components.

The purpose of this paper is to consider the question of what is an appropriate enterprise resource planning (ERP) reference model for specifying areas of change in the context of IT-driven ERP implementation and through the model matching. There are other implicit goals to increasing the awareness of the reference models, as this highlights the principles embedded in ERP systems and explains the classification of reference models, which is useful in terms of the reuse of knowledge.

In this paper, a comparison between ERP reference models is conducted using a suitable decision-making technique and the final results are discussed. The comparison depends on nine criteria related to conceptual ERP reference models: scope, abstraction, granularity, views, purpose, simplicity, availability, ease of use for model matching, and target audience.

This study concludes that the business process reference model is best for specifying areas of change in the context of IT-driven ERP implementations. The final ranking of the alternatives based on all criteria places the system organizational model second, followed by the function and data/object reference models, in that order.

This paper is one of very few studies on the selection of appropriate ERP reference models according to the ERP implementation approach and model matching factors. This research also provides an in-depth analysis of various ERP reference model types.

Business models are increasingly recognized as a concept to support innovation in organizations. The implementation and operation of a new or altered business model involves the (re-)design of an organization's business processes and their successful execution. This study reviews and synthesizes the existing body of literature to guide organizations in systematically moving from a business model design to the implementation and operation of the business model through their underlying business processes.

A systematic literature review of the methods that bridge business models and business processes is performed. The selected 34 studies are classified according to the method's characteristics and the support in the design, implementation and operation of business models.

The results of the systematic review provide an overview of existing methods that organizations can adopt when moving from business model design into the implementation and operation of their business model using processes.

This work provides a comprehensive overview and detailed insight into the existing methods that align business models and business processes. It increases the understanding on how these two concepts can be synthesized to support more effective digital innovation in organizations. Based on the review results, knowledge gaps are identified and an agenda for future research bridging the fields of business models and business processes is proposed.

More and more enterprises have realized the importance of business model innovation. However, the model tools for it are still scarce. There is a clear research gap in this academic field. Therefore, the aim of this study is to put forward a visual business model innovation model.

The scientific literature clustering paradigm of grounded theory is used to design business model innovation theory model (BMITM). BMITM and the business model innovation options traced back from 870 labels in the grounded process are integrated into a unified framework to build the business model innovation canvas (BMIC).

BMIC composed of three levels and seven modules is successfully developed. 145 business model innovation options are designed in BMIC. How to use BMIC is explained in detail. Through the analysis of innovation hotspots, the potential business model innovation directions can be found. A new business model of clothing enterprises using 3D printing is innovated with BMIC as an example.

Compared with the previous tools, BMIC owns a clearer business model innovation framework and provides a problem-oriented business model innovation process and mechanism.

BMIC provides a systematic business model innovation solution set and roadmap for business model innovation practitioners.

BMIC, a new tool for business model innovation is put forward for the first time. “Mass Selection Customization-Centralized Manufacturing” designed with BMIC for the clothing enterprises using 3D printing is put forward for the first time.

The Internet offers companies many opportunities to implement new business models, called e(electronic)‐business in short, and to reinforce their competitiveness in the market. It is currently suggested that business‐to‐business commerce, which is one of the dominant segments in e‐business, is going to develop around e‐marketplaces. However, the new millennium has witnessed the rise and fall of many “dot.com” firms and now both the companies and the investors are extremely cautious about the performance and effectiveness of the e‐marketplaces. To get more benefit from this digital marketplace, suggests the use of fuzzy logic based on multi‐criteria evaluation as a superior means of improving the efficiency of the decision making for the e‐marketplace selection under uncertain conditions. This evaluation approach, in which both fuzzy analytic hierarchy process and fuzzy Delphi methodologies are employed, enables one to deal with the uncertainty and vagueness from subjective perception and the experiences of humans in a group decision process and ensures a more convincing and effective decision making. Also shows the application of the approach on a real life case.

This paper aims to provide an introductory overview and selected annotated bibliography of recent resources on library instruction and information literacy across all library types.

It introduces and annotates English-language periodical articles, monographs, dissertations and other materials on library instruction and information literacy published in 2014.

It provides information about each source, discusses the characteristics of current scholarship and highlights sources that contain unique or significant scholarly contributions.

The information may be used by librarians and interested parties as a quick reference to literature on library instruction and information literacy.

This paper aims to explore how Living Labs might be evaluated, building on the current efforts of the European Network of Living Lab (ENoLL) to encourage new members, and complementing their existing criteria with elements from business model development strategies – specifically the Business Model Canvas (BMC) (Osterwalder and Pigneur, 2010).

First, it is explored how Living Labs have emerged, at the intersection of transition management, open innovation and collaborative consumption. It is then suggested that the BMC could be a complementary tool in Living Lab evaluation.

This tool helped identify three important elements missing from current ENoLL evaluation criteria: identification of the cost structure, customer segments and the revenue stream. The case study of an Energy Living Lab created in Western Switzerland is used to reflect on the strengths and weaknesses of different evaluation criteria; this paper is then concluded with some ideas on how future research might contribute to further strengthening Living Lab evaluation process towards long-term “sustainability”.

This article will be of value for ENoLL to refine their evaluation criteria for the next “wave” of application. It could as well help living labs to reflect on how to keep a living lab alive.

The future development of the internet is not only heavily dependent on its technological evolution, but also on business sustainability for the interconnection ecosystem the web relies on, where various players characterized by fairly different economic structures and interests are coexisting. Therefore, in this paper the authors aim to propose a methodological framework for developing innovative interconnection business models.

Starting from a comprehensive as‐is analysis including the selection of appropriate service scenarios, market activities are abstracted through an archetypization process. Based on that, a value network for the future marketplace is proposed and makes it possible to design a business model for carriers, before, as last step, both the value network configurations and the to‐be business model are evaluated.

The framework to assess the future internet ecosystem depicts the interconnections value network, shedding light on its key activities; it proposes the establishment of a new dynamic interconnection marketplace based on an emerging interconnection value network where traditional and original roles coexist; and it evaluates the introduction of sending party pays and bid‐and‐ask solutions for governing the marketplace and its business models.

The authors' approach addresses carriers, over‐the‐top providers and technology providers as well as end user groups, specifically aiming at fostering the evolution of the future internet by means of developing innovative value configurations and business model options with a substantial impact for a broad set of stakeholders on a global scale. Thus, the canvas of guidelines presented and discussed in this paper covers all stakeholders in the interconnection ecosystem and provides a solid starting point for upcoming implementations.