Abstract
Since the beginning of the 2000s, the concept of Business Model has been explored by scholars from a broad range of business studies and particularly those in the strategic arena. In the last few years, this interest has also been echoed by accounting and management scholars, professionals, standard setters as well as organisations operating more widely in the corporate reporting field worldwide. Despite this extensive attention from academic, professional and institutional fields, it is still not entirely clear what drivers have led to this concept being espoused by such varied fields of research and action, and what implications can be derived from this. Moving from this standpoint, the paper intends to examine the processes and actors that have accompanied the Business Model in its ‘journey’ from the strategy field to the financial and non-financial reporting fields in order to reveal the similarities and differences that characterise the (disciplinary) attitudes towards the adoption of this concept in these three fields. Accordingly, it provides evidence on the extent to which these three disciplines have to be conceived as static or as subject to continuous change. Drawing on the sociological theory of structuration (Giddens in The constitution of society: outline of the theory of structuration. University of California Press, Berkeley, 1984) applied to disciplinary territories conceived of as social systems, we undertake an in-depth analysis of the articles published in strategy on Business Model as well as the documents released by the International Accounting Standards Board when it formulated the International Financial Reporting Standard 9 and by the International Integrated Reporting Council with respect to the preparation of the International <IR> Framework. Our findings support the view that the three arenas have reacted to the adoption of this concept differently, even though some analogies can be observed. Accordingly, the paper intends to contribute to the financial, non-financial reporting and business model literatures and practices, by highlighting the ways in which this concept has entered varied domains of research and action and the extent to which this adoption has affected the foundations and the ‘functioning’ (Bourdieu in Regards Sociol 17(18):5–27, 1999) of these fields.
Notes
The non-financial reporting field is conceived here as the field including those forms of corporate reporting other than the financial one (thus, intangibles, sustainability and integrated). Although the authors are aware that different conceptualisations of what is a ‘non-financial reporting arena' have already been provided (Perrini 2006), its definition is not at stake in this paper, and it will be investigated in future research works.
Similar to the conceptualisation suggested by Bourdieu with reference to what is a ‘field’, disciplines (disciplinary fields, arenas or similar) are here conceived as based on the interplay between agency and structure.
Giddens refers to institutions as the enduring structural properties of a system (1984).
The partial coverage of the concept of the Business Model by the extant frameworks and standards has been acknowledged by the same organisations in developing the Landscape Map (CRD 2016, http://corporatereportingdialogue.com/landscape-map/).
According to the ‘model of translation' advanced by Latour (1984) “each people in the chain is not simply resisting a force or transmitting it […] they are doing something essential for the existence and maintenance of the token […] since the token is in everyone’s hands in turn, everyone shapes it according to their different projects […] there are active members shaping and changing the token as it is moved” (p. 268).
References
ACCA. (2017). Insights into integrated reporting. Accessed on 20 Jan 2018. http://integratedreporting.org/wp-content/uploads/2017/04/ACCAInsights_into_Integrated_Reporting.pdf.
Ahrens, T., & Chapman, C. (2002). The structuration of legitimate performance measures and management: Day-to-day contests of accountability in a UK restaurant chain. Management Accounting Research, 13(2), 151–171.
Alexander, D., & Nobes, C. (2004). Financial accounting: An international introduction. London: Pearson Education.
Amit, R., & Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6–7), 493–520.
Ansari, S., & Euske, K. J. (1987). Rational, rationalizing, and reifying uses of accounting data in organizations. Accounting, Organizations and Society, 12(6), 549–570.
Anthony, R. N., & Govindarajan, V. (2001). Management control systems. Singapore: McGraw-Hill Higher Education.
Astley, W. G. (1984). Subjectivity, sophistry and symbolism in management science. Journal of Management Studies, 21(3), 259–272.
Beattie, V., & Smith, S. J. (2013). Value creation and business models: Refocusing the intellectual capital debate. The British Accounting Review, 45(4), 243–254.
Boland, R. J. (1993). Accounting and the interpretive act. Accounting, Organizations and Society, 18(2), 125–146.
Bourdieu, P. (1999). Le fonctionnement du champ intellectuel. Regards Sociologiques, 17(18), 5–27.
Buhr, N. (2002). A structuration view on the initiation of environmental reports. Critical Perspectives on Accounting, 13(1), 17–38.
Busco, C. (2009). Giddens’ structuration theory and its implications for management accounting research. Journal of Management and Governance, 13(3), 249–260.
Busco, C., Riccaboni, A., & Scapens, R. W. (2006). Trust for accounting and accounting for trust. Management Accounting Research, 17(1), 11–41.
Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2), 195–215.
CIMA, IFAC, & PwC (2013). Business model: Background paper for IR. Accessed on 14 Jan 2018. http://www.theiirc.org/wp-content/uploads/2013/03/Business_Model.pdf.
Conrad, L. (2005). A structuration analysis of accounting systems and systems of accountability in the privatised gas industry. Critical Perspectives on Accounting, 16(1), 1–26.
Cook, A. (2009). Emission rights: From costless activity to market operations. Accounting, Organizations and Society, 34(3), 456–468.
Cortese, C., Irvine, H., & Kaidonis, M. (2007). Standard setting for the extractive industries: A critical examination. Australasian Accounting Business & Finance Journal, 1(3), 1–11.
DeSanctis, G., & Poole, M. S. (1994). Capturing the complexity in advanced technology use: Adaptive structuration theory. Organization Science, 5(2), 121–147.
Dirsmith, M. W., Heian, J. B., & Covaleski, M. A. (1997). Structure and agency in an institutionalized setting: The application and social transformation of control in the Big Six. Accounting, Organizations and Society, 22(1), 1–27.
Durocher, S., & Gendron, Y. (2011). IFRS: On the docility of sophisticated users in preserving the ideal of comparability. European Accounting Review, 20(2), 233–262.
Dye, R. A., & Sunder, S. (2001). Why not allow FASB and IASB standards to compete in the US? Accounting Horizons, 15(3), 257–271.
Elliott, S. (2002). Electronic commerce: B2C strategies and models. New York: Wiley.
Englund, H., & Gerdin, J. (2008). Structuration theory and mediating concepts: Pitfalls and implications for management accounting research. Critical Perspectives on Accounting, 19(8), 1122–1134.
Englund, H., Gerdin, J., & Burns, J. (2011). 25 years of Giddens in accounting research: Achievements, limitations and the future. Accounting, Organizations and Society, 36(8), 494–513.
Englund, H., Gerdin, J., & Burns, J. (2017). A structuration theory perspective on the interplay between strategy and accounting: Unpacking social continuity and transformation. Critical Perspectives on Accounting. https://doi.org/10.1016/j.cpa.2017.03.007.
Fauré, B., & Rouleau, L. (2011). The strategic competence of accountants and middle managers in budget making. Accounting, Organizations and Society, 36(3), 167–182.
Feldman, M. S. (2004). Resources in emerging structures and processes of change. Organization Science, 15(3), 295–309.
Foucault, M. (1972). The archaeology of knowledge. New York: Pantheon.
G20 Declaration on Strengthening the Financial System. (2009). London. Resource document. https://www.treasury.gov/resource-center/international/g7-g20/Documents/London%20April%202009%20Fin_Deps_Fin_Reg_Annex_020409_-_1615_final.pdf. Accessed 28 May 2017.
Gavetti, G., & Levinthal, D. A. (2004). 50th anniversay article: The strategy field from the perspective of management science: divergent strands and possible integration. Management Science, 50(10), 1309–1318.
Giddens, A. (1984). The constitution of society: Outline of the theory of structuration. Berkeley: Univ. of California Press.
Giunta, F., Bambagiotti-Alberti, L., & Verrucchi, F. (2014). Business model disclosure: Evidence from annual reports of Italian listed companies. Oxford Journal: An International Journal of Business & Economics, 8(1), 27–39.
Grandy, G., & Mills, A. J. (2004). Strategy as simulacra? A radical reflexive look at the discipline and practice of strategy. Journal of Management Studies, 41(7), 1153–1170.
Granlund, M. (2001). Towards explaining stability in and around management accounting systems. Management Accounting Research, 12(2), 141–166.
Gray, R. (2010). A re-evaluation of social, environmental and sustainability accounting: An exploration of an emerging trans-disciplinary field? Sustainability Accounting, Management and Policy Journal, 1(1), 11–32.
Hassan, M. K. (2005). Management accounting and organisational change: An institutional perspective. Journal of Accounting and Organizational Change, 1(2), 125–140.
Hassan, M. K. (2010). Understanding the behavioural aspects of costing systems in public health organisations. International Journal of Behavioural Accounting and Finance, 1(3), 207–223.
Hines, R. D. (1988). Financial accounting: In communicating reality, we construct reality. Accounting, Organizations and Society, 13(3), 251–261.
Hines, R. D. (1989). The sociopolitical paradigm in financial accounting research. Accounting, Auditing & Accountability Journal, 2(1), 52–76.
Hines, R. D. (1991). The FASB’s conceptual framework, financial accounting and the maintenance of the social world. Accounting, Organizations and Society, 16(4), 313–331.
Hopwood, A. G. (1987). The archaeology of accounting systems. Accounting, Organizations and Society, 12(3), 207–234.
Humphrey, C., & Scapens, R. W. (1996). Methodological themes: Theories and case studies of organizational accounting practices: Limitation or liberation? Accounting, Auditing & Accountability Journal, 9(4), 86–106.
International Accounting Standards Board (IASB). (2008). Discussion paper (DP) reducing complexity in reporting financial instruments. Resource document http://www.ifrs.org/-/media/project/fi-hedge-accounting/discussion-paper/published-documents/dp-reducing-complexity.pdf. Accessed 12 April 2017.
International Accounting Standards Board (IASB). (2009a). Trustee letter to G20 participants.
International Accounting Standards Board (IASB). (2009b). Exposure draft. Financial instruments: Classification and measurement. Resource document http://www.efrag.org/Assets/Download?assetUrl=%2Fsites%2Fwebpublishing%2FProject%20Documents%2F162%2FEDFinancialInstrumentsClassificationandMeasurement.pdf&AspxAutoDetectCookieSupport=1. Accessed 13 May 2017.
International Accounting Standards Board (IASB). (2009c). Agenda paper 7.
International Accounting Standards Board (IASB). (2009d). Staff paper 29 September 2009.
International Accounting Standards Board (IASB). (2009e). IFRS 9. Financial instruments.
International Accounting Standards Board (IASB). (2009f). IAS 24. Related party disclosures.
International Accounting Standards Board (IASB). (2010). IFRS 9. Financial Instruments.
International Accounting Standards Board (IASB). (2014). IFRS 9. Financial Instruments.
International Accounting Standards Board (IASB). (2015). Exposure draft. Conceptual Framework.
International Accounting Standards Board (IASB). Minutes of the October 22, 2010, Joint Board Meeting: Financial Instruments with Characteristics of Equity.
International Integrated Reporting Committee. (2011). Towards integrated reporting—Communicating value in the 21st Century.
International Integrated Reporting Council. (2012). Summary of responses to the September 2011. Discussion paper and next steps.
International Integrated Reporting Council. (2013). The international integrated reporting framework.
Jack, L. (2005). Stocks of knowledge, simplification and unintended consequences: the persistence of post-war accounting practices in UK agriculture. Management Accounting Research, 16(1), 59–79.
Jarzabkowski, P. (2008). Shaping strategy as a structuration process. Academy of Management Journal, 51(4), 621–650.
Jayasinghe, K., & Thomas, D. (2009). The preservation of indigenous accounting systems in a subaltern community. Accounting, Auditing & Accountability Journal, 22(3), 351–378.
Jones, M. R., & Karsten, H. (2008). Giddens’s structuration theory and information systems research. MIS Quarterly, 32(1), 127–157.
Jørgensen, B., & Messner, M. (2010). Accounting and strategising: A case study from new product development. Accounting, Organizations and Society, 35, 184–204.
Keen, P., & Qureshi, S. (2006, January). Organizational transformation through business models: A framework for business model design. In System sciences, 2006. HICSS’06. Proceedings of the 39th annual Hawaii international conference on system sciences (8, 206b-206b), IEEE.
Kinney, W. R., Jr. (1989). The relation of accounting research to teaching and practice: A "positive" view. Accounting Horizons, 3(1), 119–124.
Knights, D., & Morgan, G. (1990). The concept of strategy in sociology: A note of dissent. Sociology, 24(3), 475–483.
Knights, D., & Morgan, G. (1991). Corporate strategy, organizations, and subjectivity: A critique. Organization Studies 12(2), 251–273.
Knights, D., & Mueller, F. (2004). Strategy as a ‘Project’: Overcoming dualisms in the strategy debate. European Management Review, 1(1), 55–61.
Königsgruber, R. (2010). A political economy of accounting standard setting. Journal of Management and Governance, 14(4), 277–295.
Koontz, H. (1980). The management theory jungle revisited. Academy of Management Review, 5(2), 175–188.
Kuhn, T. S. (1970). The structure of scientific revolutions (2nd ed.). Chicago: University of Chicago Press.
Lai, A., Melloni, G., & Stacchezzini, R. (2013). Disclosing business model in the “Integrated Report”: Evidence from European early adopters. In AIDEA bicentenary conference, Lecce (pp. 19–21).
Langfield-Smith, K. (1997). Management control systems and strategy: a critical review. Accounting, Organizations and Society, 22(2), 207–232.
Lassini, U., Lionzo, A., & Rossignoli, F. (2016). Does business model affect accounting choices? An empirical analysis of European listed companies. Journal of Management and Governance, 20(2), 229–260.
Latour, B. (1984). The powers of association. The Sociological Review, 32(1), 264–280.
Laughlin, R. C. (1990). A model of financial accountability and the Church of England. Financial Accountability & Management, 6(2), 93–114.
Lawrence, S., & Doolin, B. (1997). Introducing system contradiction to effect change in the public sector: A New Zealand case study. International Journal of Public Sector Management, 10(7), 490–504.
Leisenring, J., Linsmeier, T., Schipper, K., & Trott, E. (2012). Business-model (intent)-based accounting. Accounting and Business Research, 42(3), 329–344.
Macintosh, N. B., & Scapens, R. W. (1990). Structuration theory in management accounting. Accounting, Organizations and Society, 15(5), 455–477.
Macintosh, N. B., & Scapens, R. W. (1991). Management accounting and control systems: A structuration theory analysis. Journal of Management Accounting Research, 3(3), 131–158.
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 86–92.
Malsch, B., & Gendron, Y. (2009). Mythical representations of trust in auditors and the preservation of social order in the financial community. Critical Perspectives on Accounting, 20(6), 735–750.
Manninen, A. (1996). The production of knowledge in accounting. Accounting, Organizations and Society, 21(7–8), 655–674.
Mansfield, G. M., & Fourie, L. C. (2004). Strategy and business models-strange bedfellows? A case for convergence and its evolution into strategic architecture. South African Journal of Business Management, 35(1), 35–44.
Markides, C., & Charitou, C. D. (2004). Competing with dual business models: A contingency approach. The Academy of Management Executive, 18(3), 22–36.
Marton, J., & Wagenhofer, A. (2010). Comment on the IASB discussion paper ‘preliminary views on revenue recognition in contracts with customers’. Accounting in Europe, 7(1), 3–13.
Melloni, G., Stacchezzini, R., & Lai, A. (2016). The tone of business model disclosure: An impression management analysis of the integrated reports. Journal of Management and Governance, 20(2), 295–320.
Memorandum of Understanding (2002). The Norwalk Agreement. Resource document http://www.fasb.org/news/memorandum.pdf. Accessed 21 April 2017.
Merchant, K. A., Van der Stede, W. A., & Zheng, L. (2003). Disciplinary constraints on the advancement of knowledge: The case of organizational incentive systems. Accounting, Organizations and Society, 28(2), 251–286.
Meyer, J. W. (1983). On the celebration of rationality: Some comments on Boland and Pondy. Accounting, Organizations and Society, 8(2–3), 235–240.
Mitchell, A., & Sikka, P. (1993). Accounting for change: The institutions of accountancy. Critical Perspectives on Accounting, 4(1), 29–52.
Nielsen, C., & Bukh, P. N. (2011). What constitutes a business model: The perception of financial analysts. International Journal of Learning and Intellectual Capital, 8(3), 256–271.
Nielsen, C., & Roslender, R. (2015). Enhancing financial reporting: The contribution of business models. The British Accounting Review, 47(3), 262–274.
Orlikowski, W. J. (2008). Using technology and constituting structures: A practice lens for studying technology in organizations. Organization Science, 11(4), 404–428.
Osterwalder, A., & Pigneur, Y. (2002). An eBusiness model ontology for modelling eBusiness. In BLED 2002 proceedings, Vol. 2.
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), 1–25.
Ouibrahim, N., & Scapens, R. (1989). Accounting and financial control in a socialist enterprise: A case study from Algeria. Accounting, Auditing & Accountability Journal, 2(2), 7–28.
Page, M. (2014). Business models as a basis for regulation of financial reporting. Journal of Management and Governance, 18(3), 683–695.
Perrini, F. (2006). The practitioner’s perspective on non-financial reporting. California Management Review, 48(2), 73–103.
Porter, M. E. (1991). Towards a dynamic theory of strategy. Strategic Management Journal, 12(2), 95–117.
Porter, M. E. (2001). Strategy and the Internet. Harvard Business Review, 79(2), 63–78.
Prahalad, C. K., & Hamel, G. (1994). Strategy as a field of study: Why search for a new paradigm? Strategic Management Journal, 15(2), 5–16.
Richardson, J. (2008). The business model: An integrative framework for strategy execution. Strategic Change, 17(5–6), 133–144.
Roberts, J., & Scapens, R. (1985). Accounting systems and systems of accountability—Understanding accounting practices in their organisational contexts. Accounting, Organizations and Society, 10(4), 443–456.
Rumelt, R. P., Schendel, D., & Teece, D. J. (1991). Strategic management and economics. Strategic Management Journal, 12(S2), 5–29.
Scapens, R. W., & Roberts, J. (1993). Accounting and control: A case study of resistance to accounting change. Management Accounting Research, 4(1), 1–32.
Scott, M., & DeSanctis, P. G. (1992). Microlevel structuration in computer-supported group decision making. Human Communication Research, 19(1), 5–49.
Seal, W. (2003). Modernity, modernization and the deinstitutionalization of incremental budgeting in local government. Financial Accountability & Management, 19(2), 93–116.
Seddon, P. B., Lewis, G. P., Freeman, P., & Shanks, G. (2004). The case for viewing business models as abstractions of strategy. The Communications of the Association for Information Systems, 13(1), 64.
Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business Horizons, 48(3), 199–207.
Singleton-Green, B. (2014). Should financial reporting reflect firms’ business models? What accounting can learn from the economic theory of the firm. Journal of Management and Governance, 18(3), 697–706.
Skærbæk, P., & Tryggestad, K. (2010). The role of accounting devices in performing corporate strategy. Accounting, Organizations and Society, 35(1), 108–124.
Stones, R. (2005). Structuration theory. New York: Wiley.
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194.
Thompson, A. A., & Strickland, A. J. (2001). Strategic management: Concepts and cases. New York: McGraw-Hill/Irvin.
Whittington, R. (1992). Putting Giddens into action: Social systems and managerial agency. Journal of Management Studies, 29(6), 693–712.
Whittington, R. (1996). Strategy as practice. Long Range Planning, 29(5), 731–735.
Whittington, R. (2001). What is strategy-and does it matter?. Boston: Cengage Learning EMEA.
Whittington, R. (2006). Completing the practice turn in strategy research. Organization Studies, 27(5), 613–634.
Whittington, R. (2010). Giddens, structuration theory and strategy as practice. In D. Golsorkhi, L. Rouleau, D. Seidl & E. Vaara (Eds.), Cambridge handbook of strategy as practice (pp. 109–126). Cambridge: Cambridge University Press.
Whittle, A., & Mueller, F. (2010). Strategy, enrolment and accounting: The politics of strategic ideas. Accounting, Auditing & Accountability Journal, 23(5), 626–646.
Wirtz, B. W., Pistoia, A., Ullrich, S., & Göttel, V. (2016). Business models: Origin, development and future research perspectives. Long Range Planning, 49(1), 36–54.
Yin, R. K. (1981). The case study as a serious research strategy. Knowledge, 3(1), 97–114.
Yin, R. K. (2011). Applications of case study research. Newcastle Upon Tyne: Sage.
Yin, R. K. (2017). Case study research and applications (international Student Edition): Design and methods. Newcastle upon Tyne: SAGE Publications.
Young, J. J. (1996). Institutional thinking: The case of financial instruments. Accounting, Organizations and Society, 21(5), 487–512.
Young, J. J. (2009). The absence of dissent. Accounting and the Public Interest, 9(1), 1–9.
Zan, L. (1990). Looking for theories in strategy studies. Scandinavian Journal of Management, 6(2), 89–108.
Zott, C., & Amit, R. (2008). The fit between product market strategy and business model: Implications for firm performance. Strategic Management Journal, 29(1), 1–26.
Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019–1042.
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Girella, L., Tizzano, R. & Ferrari, E.R. Concepts travelling across disciplinary fields: the case of the business model. J Manag Gov 23, 373–402 (2019). https://doi.org/10.1007/s10997-018-9413-0
Published:
Issue Date:
DOI: https://doi.org/10.1007/s10997-018-9413-0