LOGIN TO YOUR ACCOUNT

Username
Password
Remember Me
Or use your Academic/Social account:

CREATE AN ACCOUNT

Or use your Academic/Social account:

Congratulations!

You have just completed your registration at OpenAire.

Before you can login to the site, you will need to activate your account. An e-mail will be sent to you with the proper instructions.

Important!

Please note that this site is currently undergoing Beta testing.
Any new content you create is not guaranteed to be present to the final version of the site upon release.

Thank you for your patience,
OpenAire Dev Team.

Close This Message

CREATE AN ACCOUNT

Name:
Username:
Password:
Verify Password:
E-mail:
Verify E-mail:
*All Fields Are Required.
Please Verify You Are Human:
fbtwitterlinkedinvimeoflicker grey 14rssslideshare1
Yang, S (2015)
Languages: English
Types: Doctoral thesis
Subjects:
Nowadays, Automotive Finance Companies (AFCs) face increasing challenges of finding means to improve and better utilise business models in Chinese market. While, academic researchers are also seeking a clear definition of business model that can be widely accepted as the basis for further development of business model research. This research is aiming to develop a business model framework, which can help business managers to confront and resolve these challenges for automotive finance business in China, and most critically to guide them when making strategic decision. Meanwhile, such a framework can also provide academic researchers a foundation for conducting further business model researches. The research draws a journey of developing a business model framework under Chinese automotive finance business context. The interpretivist approach was applied as the methodology to guide the qualitative research with an engaged automotive finance organisation. Accordingly, case study was applied as the research strategy and major approach. SIYANG Framework implementation and semi-structured interview were the two steps consisting in it. As the 1st step, SIYANG Framework, after being developed as an initial business model, was later implemented in the engaged organisation. SIYANG Framework was introduced to the managers in the aim of the business model improvement and it lasted over eighteen months. In the 2nd step, six semi-structured interviews were conducted to review managers’ feedback on SIYANG Framework and explored the insight of SIYANG Framework enrichment. According to the result of implementation, it can be concluded that SIYANG Framework is feasible for guiding the practices of AFC business model improvement. As the outcome of the research, SIYANG Framework has been enriched eventually as a business model framework by analysing data academically and empirically, which reaches level 4 of BMRS (Lambert, 2006). Furthermore, SIYANG Framework describes a clear definition and component of business model that can be a foundation of conducting further business model researches. While, it illustrates a detail process of business modelling that draws a clear way of building, improving and operating a business model for automotive finance business. On one level, SIYANG Framework has been experimented as a constructive guidance to automotive finance organisations improving the business models in Chinese market.
  • The results below are discovered through our pilot algorithms. Let us know how we are doing!

    • Shafer, S., Smith, H., & Linder, J. (2005) The power of business models. Business Horizons, Vol.48, pp.199-207 Spencer-Oatey, H. (2002) Managing rapport in talk: Using rapport sensitive incidents to explore the motivational concerns underlying the management of relations, Journal of Pragmatics, Vol.34, pp.529-545 Stidsen, B. & Schutte, F., (1972) Marketing as A Communication System: the Marketing Concept Re-visited, Journal of Marketing, Vol.36 (4), - pp.23-28.
    • Sminia, H., (2009) Process Research in Strategy Formation: Theory, Methodology and Relevance, International Journal of Management Review, Vol.11 (1), , pp 97-12 Smith, W. K., Binns, A. & Tushman, M. L., Complex Business Models: Managing Strategic Paradoxes Simultaneously, Long Range Planning, Vol. 43, pp.448-461.
    • Sosna, M., Trevinyo-Rodriguez, R. N. & Velamuri, S. R., (2010) Business Model Innovation through Trial-and-Error Learning: The Naturhouse Case, Long Range Planning, Vol. 43, pp.383-407.
    • Teece, D. J., (2009) Business Models, Business Strategy and Innovation, Long Range Planning, doi:10.1016/j.lrp.2009.07.003 Tellis, W.M., (1997) Result of a Case Study on Information Technology at a University, The qualitative Report, Vol.3(4) (http://www.nova.edu/sss/QR/QR3-3/tellis3.html) Thompson, J. D. & MacMillan, I. C., (2010) Business Models: Creating New Markets, Long Range Planning, Vol. 43, P448 Tikkanen, H., Lamberg, J., Parvinen, P. & Kallunki, J., Managerial Cognition, (2005) Action and the Business Model of the Firm, Management Decision, June Vignali, C. & Curland, S., (2008) Liquid Applepie: Market Entry Strategy for a New Lifestyle Drink, Journal of Food Products Marketing, Vol. 14 (2), pp.3-15.
    • Vrontis, D., Thrassou A. & Lamprianou, I., (2009) International Marketing adaptation versus standardization of multinational companies, International Marketing review, Vol.26, pp.477-500.
    • Weick, K. E. & Sutcliffe, K. M., (2005) Organizing and the Process of Sensemaking.
    • Organization Science, vol. 16, pp. 409-421.
    • Weick, K. E., (1993) The collapse of sensemaking in organizations: The Mann Gulch Williamson, P. J., (2010) Cost Innovation: Preparing for a 'Value-for Money' Revolution, Long Range Planning, Vol. 43, pp.343-353.
    • Wilson, B., (2001) Soft Systems Methodology, John Wiley & Sons, Inc., Baffins Lane, Chichester, West Sussex, UK Wu, X., Ma, R., & Shi, Y. (2010) How do latecomer firms capture value from disruptive technologies? A secondary business model innovation perspective.
    • Xie, Y., (2004) US Personal Consumption Credit and Experience Sharing for Chinese Market, Shanghai Finance, Vol.2, pp.45-52 Yahagi, T. & Kar, M. (2009) The process of international business model transfer in the Seven-Eleven group: US - Japan - China, Asia Pacific Business Review, Vol.15 (1), Jan. 2009, pp. 41-58.
    • Yin, R., (1981) The Case Study Crisis: Some Answers, Administration Science Quarterly, Vol.26, No.1, pp. 58-65 Yin, R. (1994) Case Study Research: Design and methods (2nd ed.). Beverly Hills, CA: Sage Publishing.
    • Zhang, R. & Zhang, J. (2010) Research on Business Model of Mobile TV in China, presented on 2010 International Conference on E-Business and E-Government.
    • Zott, C. & Amit, R., (2010) Busines Model Design: An Activity System Perspective, Long Range Planning, Vol. 43, pp.216-226.
    • Zott, C., Amit, R., & Massa L. (2011) The business model: recent developments and future research, electronic copy available at: http://ssrn.com/abstract=1674384
  • No related research data.
  • No similar publications.

Share - Bookmark

Cite this article