1026 Journal of Management/ July 2011 distinguish first-and second-order themes among the components of e-business models. Table 2 presents a summary of these efforts. Business model representations. Several authors have attempted to represent business mod- ls through a mixture of informal textual, verbal, and ad hoc graphical representations(e.g Amit Zott, 2002). Weill and Vitale(2001)introduce a set of simple schematics intended to provide tools for the analysis and design of e-business initiatives. Their"e-business model schematics"are based on three classes of objects: participants(firm of interest, customers, suppliers, and allies), relationships, and flows(money, information, product, or service). In a related vein, Tapscott et al. (2000)suggest a value map for depicting how a business web oper ates. The value map depicts all key classes of participants(partners, customers, suppliers)and value exchanges between them(tangible and intangible benefits and knowledge Other scholars have provided a business model ontology, which is a conceptualization and formalization of the elements, relationships, vocabulary, and semantics of a business model (Osterwalder, 2004)and which is structured into several levels of decomposition with increasing depth and complexity. Tankhiwale(2009)applies such an ontology in a longitu- dinal case study in order to trace the evolution of a telecommunication firms business model and its impact on the firms business process architecture. Gordijn and Akkermans(2001 propose a conceptual modeling approach. Their ontology borrows concepts from the busi ness literature, such as actors, value exchanges, value activities, and value objects, and uses these notions to model networked constellations of enterprises and end-consumers who cre- ate, distribute, and consume things of economic value. Strategic marketing in e-business. In the domain of e-business, some scholars have focused on the changing nature of customer-firm relationships. A special concern has been the monetization of e-business Pauwels and Weiss(2008)examine ""fee and free"business models for providing digital content on the Internet. Their work focuses on the firm perfor- mance implications of a shift from the "free"to the"fee"model and empirically analyzes the role that marketing actions can play in accommodating this shift. In this regard, scholars have also examined the degree of Internet advertising effectiveness Clemons(2009) provides an overview of business models for monetizing Internet applica- tions. He argues that although the majority of attempts to monetize Internet applications tar- geted at individuals have focused on natural extensions of traditional media or traditional retailing, there are several potential online business models that are not based on advertising and that, given declining advertising effectiveness, might constitute a better choice Scholars have also noted the convergence of different media channels onto one digital platform(e. g, see Fidler, 1997), which has resulted in structural change in the media industry. McPhillips and Merlo(2008)refer to this convergence by introducing the term media busi- ness model. Structural change in the media industry also has been driven by the advent of new communication channels, such as mobile e-services(m-services). Eriksson, Kalling, Akesson and Fredberg(2008 )consider e-newspapers published for mobile reading devices equipped with e-paper displays, and they analyze the implication of future m-service innovation on the development of new business models. Huizingh(2002) has studied how to help managers design such e-business models Downloadedfromjom.sagepub.comaFudaNUnivLibonMarch13,20121026 Journal of Management / July 2011 distinguish first- and second-order themes among the components of e-business models. Table 2 presents a summary of these efforts. Business model representations. Several authors have attempted to represent business mod￾els through a mixture of informal textual, verbal, and ad hoc graphical representations (e.g., Amit & Zott, 2002). Weill and Vitale (2001) introduce a set of simple schematics intended to provide tools for the analysis and design of e-business initiatives. Their “e-business model schematics” are based on three classes of objects: participants (firm of interest, customers, suppliers, and allies), relationships, and flows (money, information, product, or service). In a related vein, Tapscott et al. (2000) suggest a value map for depicting how a business web oper￾ates. The value map depicts all key classes of participants (partners, customers, suppliers) and value exchanges between them (tangible and intangible benefits and knowledge). Other scholars have provided a business model ontology, which is a conceptualization and formalization of the elements, relationships, vocabulary, and semantics of a business model (Osterwalder, 2004) and which is structured into several levels of decomposition with increasing depth and complexity. Tankhiwale (2009) applies such an ontology in a longitu￾dinal case study in order to trace the evolution of a telecommunication firm’s business model and its impact on the firm’s business process architecture. Gordijn and Akkermans (2001) propose a conceptual modeling approach. Their ontology borrows concepts from the busi￾ness literature, such as actors, value exchanges, value activities, and value objects, and uses these notions to model networked constellations of enterprises and end-consumers who cre￾ate, distribute, and consume things of economic value. Strategic marketing in e-business. In the domain of e-business, some scholars have focused on the changing nature of customer–firm relationships. A special concern has been the monetization of e-business. Pauwels and Weiss (2008) examine “fee and free” business models for providing digital content on the Internet. Their work focuses on the firm perfor￾mance implications of a shift from the “free” to the “fee” model and empirically analyzes the role that marketing actions can play in accommodating this shift. In this regard, scholars have also examined the degree of Internet advertising effectiveness. Clemons (2009) provides an overview of business models for monetizing Internet applica￾tions. He argues that although the majority of attempts to monetize Internet applications tar￾geted at individuals have focused on natural extensions of traditional media or traditional retailing, there are several potential online business models that are not based on advertising and that, given declining advertising effectiveness, might constitute a better choice. Scholars have also noted the convergence of different media channels onto one digital platform (e.g., see Fidler, 1997), which has resulted in structural change in the media industry. McPhillips and Merlo (2008) refer to this convergence by introducing the term media busi￾ness model. Structural change in the media industry also has been driven by the advent of new communication channels, such as mobile e-services (m-services). Eriksson, Kalling, Åkesson, and Fredberg (2008) consider e-newspapers published for mobile reading devices equipped with e-paper displays, and they analyze the implication of future m-service innovation on the development of new business models. Huizingh (2002) has studied how to help managers design such e-business models. Downloaded from jom.sagepub.com at FUDAN UNIV LIB on March 13, 2012