Internet Business Models and Strategies: Text and Cases
Internet Business Models and Strategies: Text and Cases
Internet Business Models: Texts and Cases
Internet Business Models: Texts and Cases
Internet Business Models and Strategies: Text and Cases
Internet Business Models and Strategies: Text and Cases
The business model concept: theoretical underpinnings and empirical illustrations
European Journal of Information Systems
A survey of peer-to-peer content distribution technologies
ACM Computing Surveys (CSUR)
A research framework for analysing eBusiness models
European Journal of Information Systems
Dynamic Business Model Framework for Value Webs
HICSS '06 Proceedings of the 39th Annual Hawaii International Conference on System Sciences - Volume 02
A Novel Business Model for Web Service Composition
SCC '06 Proceedings of the IEEE International Conference on Services Computing
Virtual workspaces: Achieving quality of service and quality of life in the Grid
Scientific Programming - Dynamic Grids and Worldwide Computing
Service oriented architectures: approaches, technologies and research issues
The VLDB Journal — The International Journal on Very Large Data Bases
HPCC '08 Proceedings of the 2008 10th IEEE International Conference on High Performance Computing and Communications
Cloud Computing: Does Nirvana Hide behind the Nebula?
IEEE Software
Cloud Computing: IT as a Service
IT Professional
A methodology for web services-based SOA realisation
International Journal of Business Information Systems
BlueThunder overcomes the current drawbacks of the Bluetooth wireless technology
International Journal of Business Information Systems
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Cloud computing is currently the new buzzword in the Information and Communication Technology (ICT) industry. Early adopters in the market have already established quite stable and reliable offers of cloud-based services. From an economic perspective, each of these services is based on a certain business model. These models are in general used to describe the value-creating logic of organisations within a certain market, e.g., how a company or network of companies aims to make money and create consumer value with cloud offers. Thus, they should be the basis for every company's business. In this work, dynamic business models are introduced. Static, conventional models do not reflect the real world and lack substantial elements of changing market environments, whereas dynamic models express a time-variant view of the market. A key factor for success for the whole cloud-service market will be to avoid confusion about different offers, differentiators and functionality, which may occur during the (ICT-)traditional hype cycle, and could definitely blur essence and usefulness of market offers. The introduced dynamic perspective will allow pointing out the most important limitations and challenges at each hype phase that clouds have to face before becoming real, broad mainstream for enterprises.