The role of stakeholders in relation to the business model in the taxi industry
DOI:
https://doi.org/10.7146/propracon.v5i1.25106Keywords:
Pragmatic constructivism, Business Model, Business Model Innovation, Stakeholder Theory, Taxi industryAbstract
This paper illustrates how business models and business model innovation are related to the theory of stakeholders. Thepaper explores how lack of business model innovation in the taxi industry, can be explained by the relation to the power
and interests of its stakeholders. The authors have employed an explanatory case study, using multiple sources of
evidence, primarily archival records and observations. The research reveals that the business model of the taxi industry
have not experienced major changes, even though the environment surrounding the taxi industry have seen several
changes. An analysis of the stakeholders of the taxi industry explains that the lack of business model innovation is a
consequence of the misfit between the power of the taxi industry and government, and the customers. The paper
contributes to the existing literature of business models, business model innovation and stakeholder theory, and their
relation in between.
References
Ackermann, F., & Eden, C. (2011). Strategic management of stakeholders: Theory and practice. Long Range Planning,
(3), 179-196.
Amit, R., & Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review,
(3), 41.49.
Andersen, M. B. (2014). Taxi-app'en drivr tvunget ud af Aarhus. Retrieved from
http://www.business.dk/transport/taxi-appen-drivr-tvunget-ud-af-aarhus
Bryson, J. M. (2004). What to do when stakeholders matter: Stakeholder identification and analysis techniques. Public
Management Review, 6(1), 21-53.
Carayannis, E. G., Sindakis, S., & Walter, C. (2015). Business model innovation as lever of organizational
sustainability. The Journal of Technology Transfer, 40(1), 85-104.
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range
Planning, 43(2/3), 195-215.
Casadesus-Masanell, R., & Zhu, F. (2010). Strategies to fight ad-sponsored rivals. Management Science, 56(9), 1484-
Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2/3), 354-
Chesbrough, H., & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation:
Evidence from xerox corporation's technology spin-off companies. Industrial and Corporate Change, 11(3),
-555.
Dalby, J., Lueg, R., Nielsen, L. S., Pedersen, L., & Tomoni, A. C. 2014. National culture and business model change: a
framework for successful expansions. Journal of Enterprising Culture, 22(4): 463–483.
Dansk Taxi Råd. (2010). På vej - analyse af det danske taximarked. Dansk Taxi Råd.
Demil, B., & Lecocq, X. (2010). Business model evolution: In search of dynamic consistency. Long Range Planning,
(2/3), 227-246.
Freeman, R. E. (1984). Strategic management: A stakeholder approach. New York, USA: Harpercollins College Div.
Friis, J. D., Lueg, R., Mayanja, R., Salling, S. T., & Sørensen, K. A. M. 2015. Business model or strategy: which comes
first? A lifecycle perspective in the Scandinavian software industry. Problems and Perspectives in
Management, 13(2): 161-169.
Frooman, J. (1999). Stakeholder influence strategies. Academy of Management Review, 24(2), 191-205.
Haubro, A. P., Lomholt, H. A., Lueg, R., Nielsen, S. V., & Knudsen., U. 2015. Tactical and strategic choices in
business models: evidence from a Danish fashion outlet. Journal of Fashion Marketing and Management:
forthcoming.
Jakobsen, M., Johansson I., & Nørreklit, H. (2011). An Actors Approach to Management: Conceptual framework and
company practices. Chap 2. Copenhagen, Denmark: DJOEF Publishing.
Johnson, M. W., Christensen, C. M., & Kagermann, H. (2008). Reinventing your business model. Harvard Business
School Press.
Konkurrencestyrelsen. (2008). Konkurrenceredegørelse 2008. Copenhagen, Denmark: Konkurrence- og
Forbrugerstyrelsen.
Larsen, M. K., Lueg, R., Nissen, J. L., Schmaltz, C., & Thorhauge, J. R. 2014. Can the business model of
Handelsbanken be an archetype for small and medium sized banks? A comparative case study. Journal of
Applied Business Research, 30(3): 869-882.
Lueg, K., Lueg, R., Andersen, K., & Dancianu, V. 2016. Integrated reporting with CSR practices: a pragmatic
constructivist case study in a Danish cultural setting. Corporate Communications: An International Journal,
(1): 20-35.
Lueg, R., Clemmensen, S. N., & Pedersen, M. M. 2015. The role of corporate sustainability in a low-cost business
model – A case study in the Scandinavian fashion industry Business Strategy and the Environment, 24(5):
-359.
Lueg, R., Malinauskaite, L., & Marinova, I. 2014. The vital role of business processes for a business model: the case of
a startup company. Problems and Perspectives in Management, 12(4): 213-220.
Lueg, R., Nedergaard, L., & Svendgaard, S. 2013. The use of intellectual capital as a competitive tool: a Danish case
study. International Journal of Management, 30(2): 217-231.
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86-92
Malmmose, M., Lueg, R., Khusainova, S., Iversen, P. S., & Panti, S. B. 2014. Charging customers or making profit?
Business model change in the software industry. Journal of Business Models, 2(1): 19-32.
Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal
of Business Strategy, 24(5), 15-21.
Mitchell, R. K., Agle, B. R., & Wood, D. J. (1997). Toward a theory of stakeholder identification and salience: Defining
the principle of who and what really counts. Academy of Management Review, 22(4), 853-886.
Nielsen, C. E., & Petersen, M. (2010). Taxiundersøgelse for færdselsstyrelsen. Copenhagen, Denmark:
Færdselsstyrelsen.
Nørreklit, L., Nørreklit, H. & Israelsen, P. (2006). The validity of management control topoi: Towards constructivist
pragmatism. Management Accounting Research, 17, 42-71.
Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the
concept. Communications of the Association for Information Systems, 16, 1-25.
Ryan, B., Scapens, R. W., & Theobald, M. (2002). Research Method & Methodology in Finance & Accounting (2nd
ed.). Hampshire, UK: South-Western Gengange Learning.
Scapens, R. W. (1990). Researching management accounting practice: The role of case study methods. British
Accounting Review, 22(3), 259-281.
Schneider, S., & Spieth, P. (2013). Business model innovation: Towards an integrated future research agenda.
International Journal of Innovation Management, 17(1), 1-34.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2/3), 172-194.
Transportministeriet. (2013). Betænkning nr. 1542 fra udvalg om erhvervsmæssig befordring i personbiler.
Copenhagen, Denmark: Transportministeriet.
Yin, R. K. (2009). Case Study Research: Design and Methods (4th ed.). USA: Sage Publications, Inc.
Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2/3),
-226.
Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of
Management, 37(4), 1019-1042.
Downloads
Published
How to Cite
Issue
Section
License
Previous and future use of the work
ProPraCon assumes the non-exclusive rights to publish and store the work of its authors, once they have consented to a publication. Since the rights to publish are non-exclusive, authors are free to re-use their work, e.g., to publish it in other media (as ProPraCon aims at publishing proceedings). Hence, it is explicitly allowed that works submitted to ProPraCon may be published in a somehow similar form in other media. Yet, submitting authors warrant that the work is not an infringement of any existing copyright and will indemnify the publisher against any breach of such warranty.
Permissions
By submitting work to ProPraCon, the authors declare that they have permission to use any content that has not been created by them. Specifically, when using tables, figures or excerpts of more than 400 words, it is expected that the authors…
- …obtain written permission of copyright for the use in print and electronic formats of any of their text, illustrations, graphics, or other material, in their work. This includes any minor adaptations.
- …acknowledge the original source in captions and in the reference list.
