Business Model Innovation in the Digital Era: An IT Sector Perspective

Authors

  • Hira Shafqat Lecturer, National Business School (NBS), Thse University of Faisalabad
  • Sidra Ghulam Muhammad Lecturer, National Business School (NBS), The University of Faisalabad
  • Rimsha Shahid Lecturer, National Business School (NBS), The University of Faisalabad
  • Fasiha Batool Lecturer, National Business School (NBS) TUF, The University of Faisalabad
  • Alina Idrees Lecturer, Department of Mathematics, statistics and physics, The university of Faisalabad
  • Ayesha Sadiqa BS-Bioinformatics (GCUF), CSS Aspirant

DOI:

https://doi.org/10.59075/ijss.v3i2.1590

Keywords:

Business Model Innovation, Digital Era, IT Sector

Abstract

Over the past decade, practitioners and researchers gave few attention to business model innovation (BMI). An actual business model (BM) gives the platform which clearly  recognize the commercial enterprise principles like: how the revenue and costs estimates, how to create competitive business, what sort of troubles solving for whom, who are the first-class provider and clients, and the way the customer value could be produced. BMI is in particular readdress the prevailing BM and its recognition at the need of businesses patron, with this new fee proposition it offers betterment of employer technique, resources and profit formulation. Most of the authors display the commercial enterprise fashions and describe business model innovation in one-of-a-kind approaches. In crux, the primary objective is to analyze the business version innovation in Changing Environment of Businesses (Small medium Enterprises (SMEs) of Information Technology (IT) Sector) in Pakistan. Questionnaire revolved around outside and inner antecedents of BMI, novelty and scope of BMI and results of BMI.

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Published

2025-06-03

How to Cite

Hira Shafqat, Sidra Ghulam Muhammad, Rimsha Shahid, Fasiha Batool, Alina Idrees, & Ayesha Sadiqa. (2025). Business Model Innovation in the Digital Era: An IT Sector Perspective. Indus Journal of Social Sciences, 3(2), 837–850. https://doi.org/10.59075/ijss.v3i2.1590