Business-model Dynamics: A Case Study of Tencent
A company with a proper business model appears to have advantages over one with perfect profit model. This paper develops a new framework for explaining how enterprises adopt business-model dynamics to impact their development process. In this paper, to demonstrate how the process occurred we present a longitudinal case study to find out how Tencent acted in every stage. We explore the history of Tencent and analyze his choices and consequences in the view of business-model changes. Our findings indicate that enterprises prefer avoiding major revisions in their business-models, rather than exploring a new one. This forms a major challenge for managers to make a strategic decision.
Jing-jing DAI Li SHEN Wen-fu ZHENG
School of Economics and Management, Beijing University of Posts and Telecommunications, Beijing, China
国际会议
长春
英文
306-310
2011-09-03（万方平台首次上网日期，不代表论文的发表时间）