Development and application of an Integrated Business Model framework to describe the digital transformation of manufacturing - a bibliometric analysis

Figures & data

Table 1. Terminology characterising Nodes and Arcs.

Nodes		Arcs
Occurrence	The number of instances of the dataset in which a keyword appears.	Link strength	The number of publications in which two linked keywords co-occur.
Cluster	A set of keywords grouped together.
Links	The number of outgoing arcs from the nodes.

Figure 1. Histogram of the co-occurrence values divided by component in focus. The trend line highlights a cut-off point in correspondence with value 3.

Figure 2. Zoom-in on the distribution of the co-occurrence values from 3 (the cut-off point).

Figure 3. Keywords map extracted from VOSviewer. The map includes 2312 nodes. The larger the nodes, the higher the occurrence value. The colour indicates the cluster to which the node belongs. The arcs indicate whether two keywords co-occur.

Figure 4. Reduced keywords map as a result of the screening of the nodes step. The map includes 90 nodes with a minimum occurrence value of 6.

Table 2. List of the 90 keywords. The grey rows are the keywords associated with IBM´s components. The remaining rows are not considered in this analysis.

Keyword	Keyword	Keyword
1 3d printers	31 digitalization	61 manufacturing companies
2 3d printing	32 digitization	62 manufacturing industry
3 additive manufacturing	33 ecosystems	63 manufacturing process
4 additives	34 embedded systems	64 maturity model
5 advanced manufacturing	35 enabling technologies	65 new business models
6 analog to digital conversion	36 engineering education	66 open innovation
7 artificial intelligence	37 engineering research	67 planning
8 augmented reality	38 flow control	68 product design
9 automation	39 industrial economics	69 production control
10 automotive industry	40 industrial internet of things	70 productivity
11 big data	41 industrial management	71 products and services
12 blockchain	42 industrial production	72 product-service systems
13 business development	43 industrial research	73 project management
14 business model innovation	44 industrial revolutions	74 robotics
15 business modeling	45 industry 4.0	75 sales
16 business models	46 information management	76 service industry
17 circular economy	47 information services	77 servitization
18 cloud manufacturing	48 information systems	78 small and medium sized enterprise
19 commerce	49 information technology	79 smart factory
20 competition	50 information use	80 smart manufacturing
21 competitive advantage	51 innovation	81 sme
22 condition monitoring	52 innovation management	82 supply chain management
23 cyber physical system	53 internet	83 supply chains
24 decision making	54 internet of things	84 surveys
25 design/methodology/approach	55 investments	85 sustainability
26 digital economy	56 life cycle	86 sustainable development
27 digital manufacturing	57 literature review	87 systematic literature review
28 digital technologies	58 machine learning	88 technological development
29 digital transformation	59 management	89 technology transfer
30 digital twin	60 manufacturing	90 traditional manufacturing

Table 3. Characterisation of Strategy model, Resource model, and Network model. The number of keywords associated with each component is specified at the bottom of the table. BM framework adopted from (Wirtz et al., 2016).

Strategic component
Strategy model (SM)	Resources model (RM)	Network model (NM)
business development	3D printers	ecosystems
business modelling	artificial intelligence	supply chain
business model innovation	augmented reality	supply chain management
Business model	automation
competition	big data
competitive advantage	blockchain
decision making	condition monitoring
digital transformation	cyber-physical systems
digitalization	digital twin
digitization	embedded systems
new business models	industrial economics
open innovation	industrial internet of things
servitization	industrial management
sustainability	industrial production
sustainable development	innovation management
	internet of things machine learning robotics
	technological development
# of keywords 15	19	3

Table 4. Characterisation of Customer model, Market offer model, and Revenue model. The number of keywords associated with each component is specified at the bottom of the table. BM framework adopted from (Wirtz et al., 2016).

Customer and market components
Customer model (CM)	Market offer model (MOM)	Revenue model (RevM)
	life cycle	Sales
	product and services
	product design
	product-service systems
# of keywords 0	4	1

Table 5. Characterisation of Manufacturing model, Procurement model, and Financial model. The number of keywords associated with each component is specified at the bottom of the table. BM framework adopted from (Wirtz et al., 2016).

Value creation components
Manufacturing model (MM)	Procurement model (PM)	Financial model (FM)
3D printing	information management	investments
additive manufacturing advanced manufacturing cloud manufacturing digital manufacturing flow control manufacturing process planning
production control productivity
smart factory
smart manufacturing
# of keywords 12	1	1

Figure 5. Matrix representing the connections identified between MAnufacturing Model and Resources Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 6. Matrix representing the connections identified between MAnufacturing Model and Strategy Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 7. Matrix representing the connections identified between Manufacturing Model and Network Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 8. Matrix representing the connections identified between Manufacturing Model and Market Offer Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 9. Matrix representing the connections identified between Strategy Model and Resource Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 10. Matrix representing the connections identified between Strategy Model and Network Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 11. Matrix representing the connections identified between Strategy Model and Market Offer Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 12. Matrix representing the connections identified between Strategy Model and Procurement Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 13. Matrix representing the connections identified between Strategy Model and Financial Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 14. Matrix representing the connections identified between Strategy Model and Revenue Model. The bottom part summarises the total number of filled cells for each component pair and the number of weak and strong co-occurrence values.

Figure 15. Matrix representing the connections identified between Resource Model and Market Offer Model. The bottom part summarises the total number of filled cells for each sub-model pair and the number of weak and strong co-occurrence values.

Figure 16. Matrix representing the connections identified between Revenue Model and Network Model. The bottom part summarises the total number of filled cells for each sub-model pair and the number of weak and strong co-occurrence values.

Figure 17. Matrix representing the connections identified between Revenue Model and Procurement Model. The bottom part summarises the total number of filled cells for each sub-model pair and the number of weak and strong co-occurrence values.

Figure 18. Matrix representing the connections identified between Revenue Model and Financial Model. The bottom part summarises the total number of filled cells for each sub-model pair and the number of weak and strong co-occurrence values.

Figure 19. Star diagram identifying the connections for MM. The lines show the link among the components. The thickness of the lines represents the number of weak and strong co-occurrence values. The lines are orange for the weak values and green for the strong ones. The circles are coloured according to the predominant values, i.e. weak links.

Figure 20. Star diagram identifying the connections for RM. The lines show the link among the components. The thickness of the lines represents the number of weak and strong co-occurrence values. The lines are orange for the weak values and green for the strong ones. The circles are coloured according to the predominant values, i.e. weak links.

Figure 21. Star diagram identifying the connections for SM. The lines show the link among the components. The thickness of the lines represents the number of weak and strong co-occurrence values. The lines are orange for the weak values and green for the strong ones. The circles are coloured according to the predominant values, i.e. weak links.

Figure A1. Matrix representing the connections identified between Manufacturing Model and Resources Model, Strategy Model, Market Offer Model and Network Model. The bottom part summarises the total number of filled cells for each sub-model pairs, the number of weak and strong co-occurrence value.

Figure B1. Matrix representing the connections identified between Resources Model and Manufacturing Model, Strategy Model, Financial Model, Market Offer Model, Network Model and Procurement Model. The bottom part summarises the total number of filled cells for each sub-model pairs, the number of weak and strong co-occurrence value.

Figure C1. Matrix representing the connections identified between Strategy Model and Resources Model, Manufacturing Model, Financial Model, Market Offer Model, Revenue Model, Network Model and Procurement Model. The bottom part summarises the total number of filled cells for each sub-model pairs, the number of weak and strong co-occurrence value.

Figure D1. Distribution of documents by year. The extraction was made July the 17th 2021.

Figure D2. Distribution of documents by type.

Figure D3. Distribution of documents by country. The chart include the first 10 countiries.

Wirtz, B. W., Pistoia, A., Ullrich, S., & Vincent, G. (2016). Business models: Origin, development and future research perspectives. Long Range Planning, 49(1), 36–54. https://doi.org/10.1016/j.lrp.2015.04.001

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