Value is a key concept in the business model literature. Yet business models are not only about value and how it is created. They are also key to understanding how organisations create outcomes for stakeholders and impact the natural environment and society. So far, however, business model studies have paid little attention to the conceptual differences and particularities of outcomes, impacts and value. This prevailing vagueness is critical. Lacking an understanding of how organisations create outcomes and impacts while aiming to create value with and for their stakeholders can harm both communities and the organisations involved, despite their best intentions. Hence, this article clarifies the differences between business model outcomes, impacts and value and offers an activity system theory-based framework to map and analyse business models. Using the example of TOMS, this article shows how changes in a business model's activity system influence the outcomes, impacts and value it creates. Finally, we argue that a stakeholder perspective is necessary but insufficient to understand the system-level impacts of business models and that it needs to be complemented with a systems theory lens.

中文翻译：

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理清商业模式的成果、影响和价值

价值是商业模型文献中的一个关键概念。然而，商业模式不仅仅与价值及其创造方式有关。它们对于了解组织如何为利益相关者创造成果以及如何影响自然环境和社会也很关键。然而，到目前为止，商业模式研究很少关注结果、影响和价值的概念差异和特殊性。这种普遍存在的模糊性是至关重要的。不了解组织如何创造成果和影响，同时旨在与其利益相关者一起创造价值并为他们的利益相关者创造价值可能会损害社区和相关组织，尽管他们的意图是好的。因此，本文阐明了商业模式结果、影响和价值之间的差异，并提供了一个基于活动系统理论的框架来映射和分析商业模式。本文以 TOMS 为例，展示了业务模型活动系统的变化如何影响其创造的结果、影响和价值。最后，我们认为利益相关者的观点是必要的，但不足以理解商业模式的系统级影响，并且需要用系统理论的视角来补充它。