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Cited by 296

The DOI matches its Crossref record; 5 of the 5 references it cites were found in a registry or an index.

The wider implications of business-model research

Ritter, Thomas, Lettl, Christopher·2018·Long Range Planning
DOI 10.1016/j.lrp.2017.07.005
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Show all 5 references

Research works printed but not linked: 34

  1. Abdelkafi, 2013, Business model innovations for electric mobility – what can be learned from existing business model patterns?, Int. J. Innov. Manag., 17, 1340003-1
  2. Amit, 2001, Value creation in e-business, Strateg. Manag. J., 22, 493, 10.1002/smj.187 · DOI · Paper page
  3. Ansoff, 1957, Strategies for diversification, Harv. Bus. Rev., 35, 113
  4. Arend, 2013, The business model: present and future-beyond a skeumorph, Strateg. Organ., 11, 390, 10.1177/1476127013499636 · DOI · Paper page
  5. Aspara, 2013, Corporate business model transformation and inter-organizational cognition: the case of Nokia, Long Range Plan., 46, 459, 10.1016/j.lrp.2011.06.001 · DOI · Paper page
  6. Baden-Fuller, 2010, Business models as models, Long Range Plan., 43, 156, 10.1016/j.lrp.2010.02.005 · DOI · Paper page
  7. Barney, 2001, Is the resource-based “view” a useful perspective for strategic management research?, Acad. Manag. Rev., 26, 41
  8. Bucherer, 2012, Towards a systematic business model innovation: lessons from product innovation management, Creativity Innov. Manag., 21, 183, 10.1111/j.1467-8691.2012.00637.x · DOI · Paper page
  9. Casadesus-Masanell, 2011, How to design a winning business model, Harv. Bus. Rev., 89, 100
  10. Casadesus-Masanell, 2010, From strategy to business models and onto tactics, Long Range Plan., 43, 195, 10.1016/j.lrp.2010.01.004 · DOI · Paper page
  11. Casadesus-Masanell, 2012, When one business model isn't enough, Harv. Bus. Rev., 90, 132
  12. Chesbrough, 2007, Have open business models, Sloan Manag. Rev., 48, 22
  13. Chesbrough, 2002, The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin-off companies, Ind. Corp. Change, 11, 529, 10.1093/icc/11.3.529 · DOI · Paper page
  14. DaSilva, 2014, Business model: what it is and what it is not, Long Range Plan., 47, 379, 10.1016/j.lrp.2013.08.004 · DOI · Paper page
  15. Day, 1994, The capabilities of market-driven organizations, J. Mark., 58, 37
  16. Fjeldstad, 2012, The architecture of collaboration, Strateg. Manag. J., 33, 734, 10.1002/smj.1968 · DOI · Paper page
  17. Gambardella, 2010, Business-model innovation: general purpose technologies and their implications for industry structure, Long Range Plan., 43, 262, 10.1016/j.lrp.2009.07.009 · DOI · Paper page
  18. George, 2011, The business model in practice and its implications for entrepreneurship research, Entrep. Theory Pract., 35, 83, 10.1111/j.1540-6520.2010.00424.x · DOI · Paper page
  19. Govindarajan, 2011, The CEO's role in business model reinvention, Harv. Bus. Rev., 89, 108
  20. Hienerth, 2011, Exploring the nature and implementation process of user-centric business models, Long Range Plan., 44, 344, 10.1016/j.lrp.2011.09.009 · DOI
  21. Johnson, 2008, Reinventing your business model, Harv. Bus. Rev., 86, 50
  22. Li, 1998, The impact of market knowledge competence on new product advantage: conceptualization and empirical examination, J. Mark., 62, 13
  23. Magretta, 2002, Why business models matter, Harv. Bus. Rev., 80, 86
  24. Markides, 2013, Pioneering and first-mover advantages: the importance of business models, Long Range Plan., 46, 325, 10.1016/j.lrp.2013.06.002 · DOI
  25. Massa, 2017, A critical assessment of business model research, Acad. Manag. Ann., 11, 73, 10.5465/annals.2014.0072 · DOI · Paper page
  26. McNamara, 1972, The present status of the marketing concept, J. Mark., 36, 50
  27. Porter, 2001, Strategy and the internet, Harv. Bus. Rev., 79, 62
  28. Priem, 2012, Insights and new directions from demand-side approaches to technology innovation, entrepreneurship, and strategic management research, J. Manag., 38, 346
  29. Sanchez, 1999, Modular architectures in the marketing process, J. Mark., 63, 92
  30. Shafer, 2005, The power of business models, Bus. Horizons, 48, 199, 10.1016/j.bushor.2004.10.014 · DOI · Paper page
  31. Snow, 2011, Organizing continuous product development and commercialization: the collaborative community of firms model, J. Prod. Innov. Manag., 28, 3, 10.1111/j.1540-5885.2010.00777.x · DOI
  32. Teece, 2010, Business models, business strategy and innovation, Long Range Plan., 43, 172, 10.1016/j.lrp.2009.07.003 · DOI · Paper page
  33. Wernerfelt, 1984, A resource-based view of the firm, Strateg. Manag. J., 5, 171, 10.1002/smj.4250050207 · DOI · Paper page
  34. Zott, 2010, Business model design: an activity system perspective, Long Range Plan., 43, 216, 10.1016/j.lrp.2009.07.004 · DOI · Paper page

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Metadata

Authors
Ritter, T., & Lettl, C.
Venue
Long Range Planning
Publisher
Elsevier BV
Published
2018-02
Volume
51
Issue
1
Pages
1-8
ISSN
0024-6301 (ISSN-L)
DOI
10.1016/j.lrp.2017.07.005
OpenAlex
W2743196780
Cited by
296
References
5
FWCI
46.91
Type
journal article
Language
en
Open access
closed
Licence
  • www.elsevier.com/tdm/userlicense/1.0/ (tdm)
  • www.elsevier.com/legal/tdmrep-license (tdm)

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CoChat. (2026). Citation check: The wider implications of business-model research. https://app.cochat.ai/papers/10.1016/j.lrp.2017.07.005
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Ritter, T., & Lettl, C. (2018). The wider implications of business-model research. Long Range Planning. https://doi.org/10.1016/j.lrp.2017.07.005

Data sources

Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.