This book explores how theories of cognition inform our theoretical understanding of business models and business model innovation. A business model can either be viewed as an objective description of an activity system, or as an abstract, conceptual, and perceptual construct, that is the result of cognition. From this second point of view, the business model becomes a schematic mental model that is created, shaped, and shared over time. In other words, managers hold in their mind perceptual constructs that constitute schemas of the business model. This book examines how the underlying processes of the creation, shaping, and sharing of business (mental) models take place at individual, organizational, and even inter-organizational levels. Theories of managerial and organizational cognition are explored to inform our understanding of business modelling and business model innovation. The reader is thus provided with an overview of existing literature and reflections on future avenues of research to explore the cognitive foundations of business modelling.

In this volume leading scholars from North America, Europe and Asia come together to explore the topic of business models that takes the demand side (customers and their engagement) seriously. The first part deals with the model dimension of business models. The second part deals with business models and change.

This collection reflects emerging research on the cognitive dimensions of business models and business model innovation. Numerous scholars have over the past decade point to the promise of cognition theories to clarify business models. This collection takes stock and provide examples of new developments.

This third volume in the New Horizons in Managerial and Organizational Cognition series comprises a collection of contributions that reflect the multiple emerging intersections between cognition and innovation studies.

The emerging interdisciplinary field of cognitive choice models integrates theory and recent research findings from both decision process and choice behavior. Cognitive decision processes provide the interface between the environment and brain, enabling choice behavior, and the basic cognitive mechanisms underlying decision processes are fundamental to all fields of human activity. Yet cognitive processes and choice processes are often studied separately, whether by decision theorists, consumer researchers, or social scientists. In Cognitive Choice Modeling, Zheng Joyce Wang and Jerome R. Busemeyer introduce a new cognitive modeling approach to the study of human choice behavior. Integrating recent research findings from both cognitive science and choice behavior, they lay the groundwork for the emerging interdisciplinary field of cognitive choice modeling.

Digital technologies have allowed for the proliferation of new business models, something that has attracted the attention of academic research. Much of this research has focused on (i) understanding what a business model is and its theoretical connection to the concept of strategy, and (ii) exploring what business model innovation is and what its sources and outcomes are. Less work has gone into studying the issues that established firms face in business model innovation – such as how to respond to the arrival of a disruptive business model in one's industry, or how to compete with dual business models or how to migrate from one business model to another. This Element approaches the topic of business model innovation from the perspective of the established firm and examines the unique strategic and organizational issues that big, established companies face when a new business model enters their markets.

Business Model Generation is a handbook for visionaries, game changers, and challengers striving to defy outmoded business models and design tomorrow's enterprises. If your organization needs to adapt to harsh new realities, but you don't yet have a strategy that will get you out in front of your competitors, you need Business Model Generation. Co-created by 470 "Business Model Canvas" practitioners from 45 countries, the book features a beautiful, highly visual, 4-color design that takes powerful strategic ideas and tools, and makes them easy to implement in your organization. It explains the most common Business Model patterns, based on concepts from leading business thinkers, and helps you reinterpret them for your own context. You will learn how to systematically understand, design, and implement a game-changing business model--or analyze and renovate an old one. Along the way, you'll understand at a much deeper level your customers, distribution channels, partners, revenue streams, costs, and your core value proposition. Business Model Generation features practical innovation techniques used today by leading consultants and companies worldwide, including 3M, Ericsson, Capgemini, Deloitte, and others. Designed for doers, it is for those ready to abandon outmoded thinking and embrace new models of value creation: for executives, consultants, entrepreneurs, and leaders of all organizations. If you're ready to change the rules, you belong to "the business model generation!"