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Analyzing the impact of the coronavirus crisis on business models
16 references·16 citing·39 second hopsampled
Analyzing the impact of the coronavirus crisis on business models (2020)Analyzing the impact of the coronavirus c…Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers (2010)Business Model Generation : A…The fit between product market strategy and business model: implications for firm performance (2007)The fit between product marke…Service-dominant logic: continuing the evolution (2007)Service-dominant logic: conti…Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory (2007)Protecting Organization Reput…The concept of resilience revisited (2006)The concept of resilience rev…Understanding dynamic capabilities (2003)Understanding dynamic capabil…Why business models matter. (2002)Why business models matter.The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies (2002)The role of the business mode…Value creation in E‐business (2001)Value creation in E‐businessStrategy and the Internet. (2001)Strategy and the Internet.Marketing management: analysis. planning. implementation and control (2000)Marketing management: analysi…Business Models for Electronic Markets (1998)Business Models for Electroni…Dynamic capabilities and strategic management (1997)Dynamic capabilities and stra…The Capabilities of Market-Driven Organizations (1994)The Capabilities of Market-Dr…Innovation and Entrepreneurship: Practice and Principles (1985)Innovation and Entrepreneursh…Product Differentiation and Market Segmentation as Alternative Marketing Strategies (1956)Product Differentiation and M…The relationship between coopetition strategies and company performance under different levels of competitive intensity, market dynamism, and technological turbulence (2024)The relationship between coop…Strategic human resource management in the context of environmental crises: A COVID‐19 test (2023)Strategic human resource mana…Stakeholder pressure and innovation capacity of SMEs in the COVID-19 pandemic: Mediating and multigroup analysis (2023)Stakeholder pressure and inno…Barriers and Drivers for Changes in Circular Business Models in a Textile Recycling Sector: Results of Qualitative Empirical Research (2023)Barriers and Drivers for Chan…Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities (2022)Start-ups’ business model cha…Rethinking business performance in global value chains (2022)Rethinking business performan…Artificial intelligence and SMEs: How can B2B SMEs leverage AI platforms to integrate AI technologies? (2022)Artificial intelligence and S…Which crisis strategies are (expectedly) effective among SMEs during COVID-19? (2021)Which crisis strategies are (…Transcending the COVID-19 crisis: Business resilience and innovation of the restaurant industry in China (2021)Transcending the COVID-19 cri…The economic impact of a global pandemic on the tourism economy: the case of COVID-19 and Macao’s destination- and gambling-dependent economy (2021)The economic impact of a glob…Self-Efficacy in Disrupted Environments: COVID-19 as a Natural Experiment (2021)Self-Efficacy in Disrupted En…Marketing mix strategies during and after COVID-19 pandemic and recession: a systematic review (2021)Marketing mix strategies duri…Impact of Empowering Leadership, Innovative Work, and Organizational Learning Readiness on Sustainable Economic Performance: An Empirical Study of Companies in Russia during the COVID-19 Pandemic (2021)Impact of Empowering Leadersh…Crisis‐induced behavior: From fear and frugality to the familiar (2021)Crisis‐induced behavior: From…Resilience building in service firms during and post COVID-19 (2020)Resilience building in servic…Business-to-business marketing responses to COVID-19 crisis: a business process perspective (2020)Business-to-business marketin…The Discovery of Grounded Theory: Strategies for Qualitative Research. (1968)Case Study Research: Design and Methods (1984)Firm Resources and Sustained Competitive Advantage (1991)Business Model Innovation: Opportunities and Barriers (2009)Business Models, Business Strategy and Innovation (2009)The Business Model: Recent Developments and Future Research (2011)Firm resources and sustained competitive advantage (2004)Explicating dynamic capabilities: the nature and microfoundations of (sustainable) enterprise performance (2007)Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007)Business models and dynamic capabilities (2017)A resource‐based view of the firm (1984)A Conceptual Model of Service Quality and Its Implications for Future Research (1985)Innovation, Market Orientation, and Organizational Learning: An Integration and Empirical Examination (1998)Review: The Resource-Based View and Information Systems Research: Review, Extension, and Suggestions For Future Research1 (2004)Corporate Social Responsibility, Customer Satisfaction, and Market Value (2006)The Nature of the Firm (1937)Dynamic capabilities: what are they? (2000)Absorptive Capacity: A Review, Reconceptualization, and Extension (2002)The Theory of Economic Development (2003)Evolving to a New Dominant Logic for Marketing (2003)Service-dominant logic: reactions, reflections and refinements (2006)Managing the co-creation of value (2007)Customer Engagement (2011)Consumer Brand Engagement in Social Media: Conceptualization, Scale Development and Validation (2014)Institutions and axioms: an extension and update of service-dominant logic (2015)Architectural Innovation: The Reconfiguration of Existing Product Technologies and the Failure of Established Firms (1990)The Theory of the Growth of the Firm (1995)The Core Competence of the Corporation (2006)The business model ontology a proposition in a design science approach (2004)Clarifying Business Models: Origins, Present, and Future of the Concept (2005)A literature and practice review to develop sustainable business model archetypes (2013)Conceptualizing, Measuring, and Managing Customer-Based Brand Equity (1993)Customer Loyalty: Toward an Integrated Conceptual Framework (1994)Post-Adoption Variations in Usage and Value of E-Business by Organizations: Cross-Country Evidence from the Retail Industry (2005)The power of business models (2005)Progress in information technology and tourism management: 20 years on and 10 years after the Internet—The state of eTourism research (2008)Business Model Design: An Activity System Perspective (2009)From Strategy to Business Models and onto Tactics (2010)Business models for sustainable innovation: state-of-the-art and steps towards a research agenda (2012)
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References

  • 1997Dynamic capabilities and strategic management34,723 cited
  • 2007Service-dominant logic: continuing the evolution7,615 cited
  • 2010Business Model Generation : A Handbook for Visionaries, Game Changers, and Challengers6,880 cited
  • 2000Marketing management: analysis. planning. implementation and control6,649 cited
  • 1994The Capabilities of Market-Driven Organizations6,532 cited
  • 2001Value creation in E‐business5,565 cited
  • 2003Understanding dynamic capabilities5,311 cited
  • 2002The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies4,487 cited
  • 2001Strategy and the Internet.3,761 cited
  • 2002Why business models matter.2,977 cited
  • 2007Protecting Organization Reputations During a Crisis: The Development and Application of Situational Crisis Communication Theory2,818 cited
  • 1998Business Models for Electronic Markets2,572 cited
  • 1956Product Differentiation and Market Segmentation as Alternative Marketing Strategies1,909 cited
  • 1985Innovation and Entrepreneurship: Practice and Principles1,789 cited
  • 2006The concept of resilience revisited1,745 cited

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  • 2007The fit between product market strategy and business model: implications for firm performance1,733 cited
  • Cited by

    • 2021Transcending the COVID-19 crisis: Business resilience and innovation of the restaurant industry in China190 cited
    • 2020Business-to-business marketing responses to COVID-19 crisis: a business process perspective158 cited
    • 2022Artificial intelligence and SMEs: How can B2B SMEs leverage AI platforms to integrate AI technologies?156 cited
    • 2020Resilience building in service firms during and post COVID-19139 cited
    • 2021Impact of Empowering Leadership, Innovative Work, and Organizational Learning Readiness on Sustainable Economic Performance: An Empirical Study of Companies in Russia during the COVID-19 Pandemic120 cited
    • 2021The economic impact of a global pandemic on the tourism economy: the case of COVID-19 and Macao’s destination- and gambling-dependent economy119 cited
    • 2021Crisis‐induced behavior: From fear and frugality to the familiar105 cited
    • 2022Start-ups’ business model changes during the COVID-19 pandemic: Counteracting adversities and pursuing opportunities94 cited
    • 2021Which crisis strategies are (expectedly) effective among SMEs during COVID-19?90 cited
    • 2024The relationship between coopetition strategies and company performance under different levels of competitive intensity, market dynamism, and technological turbulence72 cited
    • 2022Rethinking business performance in global value chains62 cited
    • 2021Marketing mix strategies during and after COVID-19 pandemic and recession: a systematic review62 cited
    • 2023Strategic human resource management in the context of environmental crises: A COVID‐19 test53 cited
    • 2021Self-Efficacy in Disrupted Environments: COVID-19 as a Natural Experiment51 cited
    • 2023Stakeholder pressure and innovation capacity of SMEs in the COVID-19 pandemic: Mediating and multigroup analysis50 cited
    • 2023Barriers and Drivers for Changes in Circular Business Models in a Textile Recycling Sector: Results of Qualitative Empirical Research48 cited