Rethinking Business Models as Value Creating Systems | Zendy

Ted Fuller | Zendy; Lorraine Warren | Zendy; Sarah Thelwall | Zendy; Fizza Alamdar | Zendy; David Rae | Zendy

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Rethinking Business Models as Value Creating Systems

Author(s) -

Ted Fuller,

Lorraine Warren,

Sarah Thelwall,

Fizza Alamdar,

David Rae

Publication year - 2010

Publication title -

leonardo

Language(s) - English

Resource type - Journals

SCImago Journal Rank - 0.254

H-Index - 23

eISSN - 1530-9282

pISSN - 0024-094X

DOI - 10.1162/leon.2010.43.1.96

Subject(s) - revenue , process (computing) , creative industries , value proposition , value (mathematics) , business model , proposition , business , artifact centric business process model , business rule , revenue model , marketing , attractor , business process , business process modeling , industrial organization , process management , knowledge management , computer science , epistemology , work in process , political science , accounting , mathematics , mathematical analysis , philosophy , machine learning , law , operating system

The generic notion of a business model is well understood by investors and business managers and implies a number of anticipations; chiefly that it is a replicable process that produces revenues and profits. At its heart is some replicable process, artefact or proposition around which the everyday practices are formed. There are a number of reasons why this conception is weak in the Creative Industries. We have identified that the rationale for business models in the Creative Industries includes providing an attractor for non goal oriented creative activity, for stabilising emergent properties from creative activities and for maintaining the stability of these by anticipating revenues.

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