A dynamic, network and resource-based approach to the sustainable business model

The network perspective of a business model provides an attractive outlook on the interactions and interdependencies of its components. The network is a “living organism,” it changes constantly and dynamically. Therefore, the key nodes in the network, and their potential loss, may be of vital importance to the network itself. The paper presents the network of relations between the components of a company business model operating in a sector of new technologies – virtual reality – and indicates the prominent and most influential nodes in the network that can affect value creation. The authors analyzed the influence exerted by a key node that has been eliminated from the network on the remaining structure, based on the immediate impact (change analysis), which computes the key nodes of the network and then isolates them individually to determine the effect on measured values. The primary research approach is an organizational network analysis (mostly centrality measures) and a simulation functionality used for determining measures and visualization, before and after changes. The results indicate the level of centrality measures of all nodes in the network (a virtual reality company’s business model), their interdependence, and the dynamics of their change. The paper concludes with implications for theory and practice, limitations, and directions for further research.