摘要：Business model has allowed strategic management to depart
from the “one best way” of traditional approaches, integrating the various
ways to deploy resources, to create and capture value. Hence, the
“business model thinking” has induced major change in strategic
management over the last ten years. In this essay, we take a pragmatist
approach to tentatively detail the main features of the environment of the
organization introduced by business model thinking. We advance that
adopting a business model perspective does not mean that the
environment is neglected in the strategy process. However, the
environment is not considered as deterministic, and the organization does
not have to fit with it or to try to change it. Through a pragmatist lens, the
business model is conceived as performing the ecosystem of an
organization within a broader environment. Therefore, we argue that the
business model selects the relevant competitive landscape. This view has
three main consequences. First, the environment is not the same for every
organization in a given industry and the traditional concepts of strategy
(entry barriers, competition intensity, bargaining power with suppliers or
customers…) should be applied after the choice of business model has
been made and not ex ante at the industry level. Second, the ability to
implement a business model relies essentially on the negotiations and
interactions with the stakeholders selected through the choice or design of
the business model. Third, business models and ecosystems are not static
but co-evolve. Once defined, ecosystems progressively constrain the
business models. But ecosystems also change through mutual interaction
and therefore offer new opportunities for the evolution of the business
models.
关键词：business model; business ecosystem; environment; platform;
strategic management; pragmatism
