Department of Business Development and Technology

This paper explores what are the archetypes of digital business models. In exploring this question, we investigate forty-eight cases across twelve different sectors to identify similarities and differences between cases in each sector and across the different sectors. The study applies a multiple case study design, where both secondary and primary data are gathered. Furthermore, the study applies a three dimensional framework, derived from a systematic literature review, to analyze the empirical findings. The findings offer implications for practitioners on which sectors are delivering more return for the same digital business model effort. Our findings contribute to the resource based view and the dynamic capabilities theories as well as the business model literature.