01750nas a2200289   4500008004100000022001400041245004200055210004200097260004200139300001000181490000600191520096600197653002001163653001701183653001901200653002201219653001101241653002501252653001801277653002401295653002401319653001301343653002201356100002401378700002001402856003801422       2019                        eng d  a1927-032100aBusiness Model Architecture by Design0 aBusiness Model Architecture by Design  aOttawabTalent First Networkc07/2019  a16-270 v93 aIn this article, we view business models as complex deal-making activity systems organized to create, deliver, and capture value. Unlike some other viewpoints, we emphasize both system components and their interconnection. Business activities are carried out by a network of actors drawing on a network of resources, and individual firms seek to configure these intersecting networks to enhance their competitive positioning. The business model literature refers to the significance of antecedent activities in providing context – opportunities the firm decides to pursue, the strategy adopted, and requisite capabilities. Drawing on this literature, we propose an approach to framing business model context. Drawing on the information systems literature, we identify a toolkit facilitating activity system architecture design. We suggest how this both draws out the underlying complexity of a business model and shows how a multiplicity of views makes sense.10aactivity theory10aarchitecture10abusiness model10abusiness networks10adesign10adynamic capabilities10aISO/IEC 4201010amultiple viewpoints10arelationship matrix10astrategy10aZachman framework1 aBeckett, Ronald, C.1 aDalrymple, John  uhttps://timreview.ca/article/1252