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The leading frameworks of internationalization have contributed significantly to our knowledge of how firms internationalize, but do not fully explain how firms actually create and capture value from customers when internationalizing their activities. Understanding the value creation and capture activities defining their business model(s) is critical for firms moving into less familiar markets, and is particularly relevant for service firms where variability is an inherent feature of the firm/client experience. To address this gap, we take a business model perspective to analyze 144 internationalization events of 10 professional service firms. We find that the case firms adopted four different business models when internationalizing, and that single firms may utilize portfolios of business models. Our findings contribute to both the services internationalization and business model literatures by showing how variability in the internationalization process substantiates the need for business model portfolios.

The objective of this chapter is to identify the key characteristics of Global Services businesses that will thrive and achieve success in the future. These factors are integrated into three main pillars, which we refer to as the Triple-Win. The first and most obvious pillar is technology as a tool. The second pillar is the design and sustainability of the business model, without which the previous factor would be merely a cost and not an investment. And last but not the least, there is the purpose which gives meaning to the proposal, focusing on the human being and their environment. The DIDPAGA business model sits at the intersection of these three elements.

This chapter explores the role of diversity in the emergence of circular business models by focusing on circular economy innovative born-global start-ups. Diversity refers to a wide range of characteristics that differentiate an individual or group. These include legally protected and/or demographic characteristics, such as age, as well as identity-shaping characteristics, such as cognitive traits and experience. Diversity in organizations has been mostly explored in terms of the former, i.e., culture, age or ethnicity as a key factor in organizational innovation and enhanced performance. This chapter offers a more holistic view on the role of diversity in relation to emerging circular business models. It shows how diversity of previous knowledge, experience, ethnicity and the shared ideation of the organization's founders can be used as compatible and complementary inputs, which can lead to the emergence of a global circular business model by using integration, coordination and fast scaling up. The analysis is on the level of firm micro-foundations. Using data from three circular born-global companies from a single country context, the study identifies different types of diversity as contributing to the emergence of these business model and their configuration. We conclude that circular born-global business models are nurtured by the shared ideation and values of the business model founders, while the design of the business model is enabled by the diversity of competences and capabilities stemming from the founders' knowledge, past experience and diaspora networks. Such a perspective suggests that managers need to adopt a holistic approach in employing diversity in business model configuration in relation to common drivers and ideation, and organizational purpose.

The concept of the “business model” is increasingly popular in the strategy literature as a way to outline an integrated approach to value creation, delivery, capture, and allocation. It addresses firm strategy but also the resources and capabilities needed to support that strategy and the structure needed to operationalize it. The global marketplace challenges our concepts of all parts of the business model, yet business-model concepts tend not to consider the effects of location or geographical dispersion on the viability of business models. The value of resources and capabilities to customer needs vary from country to country, forcing strategies to adapt. Institutional factors limit structural possibilities in global, regional, and national markets. Currency values, tax regulations, consumer protection and the like make capturing value for the firm and its network much more than simply designing profit margins into pricing structures. This paper offers an integrated but modular approach to the business model, applying concepts from international business studies to show that the very concept of business models as well as each part of the puzzle must be adapted to deal with much greater complexity in the relationships between the environment and the firm in the globalizing marketplace.

The purpose of this paper is to study sustainability of the global business model of software outsourcing with perspective of Indian vendors.

In order to obtain results as per the stated purpose, the authors have done an extensive literature review search in the e‐journals databases: ABI/INFORM Complete, EBSCO Business Source Complete, Emerald Management Xtra and Science Direct. Over and above these databases and journals, NASSCOM reports, survey and some books were also referred for literature review. Finally 59 references listed at the end of the paper were used for the stated purpose.

The paper studies trends in software industry and outsourcing models, which Indian vendors are offering to their global clients. Each model is evaluated analytically for its advantages and shortcomings subsequently the paper concludes by stating the need for a sustainable global business model in software outsourcing from Indian perspective.

The paper studies business of software at a global level and subsequently narrows its focus on the models being provided by the Indian vendors. It identifies need for a sustainable model to be used by the Indian vendors; the limitation of the paper is it concludes with the need identification and is from an Indian vendor perspective. The needs identified can be further used as a basis for hypothesis formulation, questionnaire design, data survey and analysis so that blue print of the proposed model can finally emerge, also the study can be expanded to include global vendors.

The following paper analytically studies current trends in global business of software sourcing, and identifies pros and cons of the models adopted by Indian vendors. It identifies the need for a sustainable global business model for software outsourcing; in case the need is fulfilled it will definitely add value to India as a software sourcing destination and lead to more revenue generation which will eventually culminate into a large‐scale and long term economic and social impact. The study also has several research and public policy formulation implications.

The paper is completely original work of the authors where the value addition is clearly seen by studying the advantages and shortcomings of the existing models of software outsourcing adopted by Indian vendors and identifying the need for sustainability therein.

Developing a global business model requires a clear understanding of the market conditions in the global marketplace. The aim of this study was to evaluate the effect of emerging market conditions on the key building blocks of Osterwalder’s business model canvas.

The paper explains the basic framework of Osterwalder’s business model and evaluation of relevant dimensions of emerging market characteristics and the effect of these dimensions on creating global business models in emerging markets.

Global business models in emerging market must evaluate and account for important market conditions, such as the power of non-governmental institutions, the effect of clientelism and prevalence of informal institutional flux.

When developing a global business model, researchers and managers should understand market conditions will not only shape the cost structure and revenue stream but also make a company to change its value proposition entirely.

The main value of this paper is recognizing and assessing the effects of emerging market conditions on Osterwalder’s business model framework.

The challenge of global product design and manufacturing in the networked enterprise is to have an information hub supported by an information infrastructure that is difficult to imitate by competitors. The global company can use this global network to share information among its members and provide fast response to customers. The purpose of this paper is use to the dispersed production network to show where knowledge management can be deployed in operations for gaining competitive advantage.

The case study method was selected as the research method. The case of Hasbro Far East Ltd is presented to depict the components of the information hub and why knowledge management can be effectively deployed in the management of the collaborative product development process.

The findings of the case study support the argument that the streamlined collaborative process can be institutionalised in the form of information hub to facilitate the use of a new business model for global product design and outsourced manufacturing. The new business model guides an incremental approach in transforming the operations of a global enterprise which serves a show case in business process management for benchmarking.

This paper offers a business model of knowledge management in networked enterprise for global product design and manufacturing. The success of using the model depends on the sponsor in the creation of the knowledge‐based system and the ability in resolving conflicts through information sharing among members of networked enterprise. Future research should concentrate on developing enterprise performance tools to facilitate the alignment of views from different participants of the network so that they can become sponsors earlier in committing to the development of an information hub for knowledge management and achieve the new dispersed production network business model.

Findings may pose interesting implications for global entrepreneurs, policymaker, suppliers and supporting institutions, for the way they work together to gain the most benefits and competitive advantage from the new business model.

Business‐model innovation is critical to success in today's increasingly complex and fast‐changing environment. So corporate leaders need to understand when to adapt the business model and how to execute the change. This paper aims to address this issue.

Data from IBM's Global CEO Study 2008 and an analysis of 28 successful business‐model innovators, produced insights into both the best timing and process for business model innovation.

The IBM researchers identified a set of characteristics that strong business‐model innovators demonstrate consistently.

A set of characteristics, which the IBM researchers call the “Three A's,” are critical to the successful design and execution of business‐model innovation: Aligned – Leverage core capabilities and design consistency across all dimensions of the business model, both internally and externally, that build customer value; Analytical – Use information strategically to create foresight, and prioritize actions while measuring and tracking for rapid course correction; and Adaptable – Link innovative leadership with the ability to effect change and institutionalize operational flexibility.

The paper answers two questions that can help companies develop their innovation strategy and transformation approach for the new economic environment: Under what conditions should companies adapt their business model?; and What capabilities and characteristics support the design and execution of successful business‐model innovation?

The paper proposes that globalization has opened up opportunities for developing countries that adopt the right type of political economy doctrine and opt to externalize their economies through contemporarily relevant global integration models and country‐level strategies.

Portraying the various phases of globalization, the experiences of developed and developing countries are reviewed to recommend a “global participation model” for developing countries to benefit from the globalization process.

In profiling the global participation model, the paper introduces the concept of global business chain and shows how countries have formed strategic groups to participate in the global chain as “opportunity exploiters” and “opportunity providers.” If equipped with appropriate and efficient economic doctrine, developing countries could act both as opportunity providers and opportunity exploiters and transform themselves into “twin advantage countries” – with substantial enhancements in their total factor productivity and consequent gains in the quality of life of populations.

Global business chain and twin advantage strategy, the two major propositions of this paper, are a new stream of thought in the discussions on globalization.

This study aims to focus on a key unanswered question about how digitalization and the knowledge processes it enables affect firms’ strategies in the international arena.

The authors conduct a systematic literature review of relevant theoretical and empirical studies covering over 20 years of research (from 2000 to 2023) and including 73 journal papers.

This review allows us to highlight a relationship between firms’ international strategies and the knowledge processes enabled by applying digital technologies. Specifically, the authors discuss the characteristics of patterns of knowledge flows and knowledge processes (their origin, the type of knowledge they carry on and their directionality) as determinants for the emergence of diverse international strategies embraced by single firms or by populations of firms within ecosystems, networks, global value chains or alliances.

Despite digital technologies constituting important antecedents and critical factors for the internationalization process, and international businesses in general, and operating cross borders implies the enactment of highly knowledge-intensive processes, current literature still fails to provide a holistic picture of how firms strategically use what they know and seek out what they do not know in the international environment, using the affordances of digital technologies.