Exploration through Business Model Innovation: A Longitudinal Study based on the Behavioral Theory of the Firm

Publication: Research - peer-reviewArticle in proceedings

  • Sebastian Knab
    Sebastian KnabHamburg University, HamburgGermany
  • René Rohrbeck
With this research we aim to enhance our understanding about how incumbents can explore emerging opportunities through business model innovation. Using a multiple-case, longitudinal research design spanning 2008 to 2014 we investigate exploration activities of the four largest German energy utilities in the emerging virtual power plant market. Based on the behavioral theory of the firm, we study how the cognitive and physical elements of an incumbent’s strategy can be changed and how these changes affect its business model innovation activities in the exploration process. Our preliminary findings suggest that the use of synergies and probing can lead to changing physical elements and primarily increase business model maturity. CEO change and structural separation can lead to changing cognitive elements and primarily increase business model sophistication.
Original languageEnglish
Title of host publicationBusiness Models and Innovation
Publication year2015
StatePublished - 2015
EventStrategic Management Society Annual Meeting - Denver, United States

Conference

ConferenceStrategic Management Society Annual Meeting
LandUnited States
ByDenver
Periode02/10/201507/10/2015

See relations at Aarhus University Citationformats

ID: 94018181