The impact of an enterprise’s business model on the structure of its economic security components

Abstract

The article examines the impact of the business model chosen by an enterprise on the structure of its economic security components in order to justify an appropriate methodological approach and assessment tools for evaluating the level of enterprise economic security. It is established that different approaches to defining the concept of enterprise economic security lead to a diversity of methodological frameworks for its assessment and to variability in the composition of economic security systems and corresponding indicator sets. It is substantiated that, when selecting components for assessing enterprise economic security, it is necessary to consider not only the industry in which the enterprise operates but also the type of business model it adopts. A low contribution of a particular economic security component to the overall composite indicator of economic security justifies its exclusion from further analysis. The study analyzes the impact of the main business model types classified according to value chain configuration, namely: (1) the Integrator business model, (2) the Orchestrator business model, (3) the Layer Player business model, and (4) the Market Maker business model, on the following components of economic security: financial, intellectual and human resources, technical and technological, political and legal, informational, environmental, and physical security. The results show that, when assessing the composite economic security indicator of enterprises operating under the Market Maker business model, it is sufficient to consider only three components—financial, intellectual and human resources, and informational security. For enterprises adopting the Layer Player and Orchestrator business models, the environmental and physical security components may be excluded. In contrast, for enterprises operating as Integrators, all economic security components remain significant.