Aarhus Universitets segl

Peter Kesting

Business model dynamics and innovation: (Re)establishing the missing linkages

Publikation: Bidrag til tidsskrift/Konferencebidrag i tidsskrift /Bidrag til avisTidsskriftartikelForskningpeer review

Purpose – This paper aims to discuss the need to dynamize the existing conceptualization of
business model, and proposes a new typology to distinguish different types of business model change.
Design/methodology/approach – The paper integrates basic insights of innovation, business
process and routine research into the concept of business model. The main focus of the paper is on
strategic and terminological issues.
Findings – The paper offers a new, process-based conceptualization of business model, which
recognizes and integrates the role of individual agency. Based on this, it distinguishes and specifies
four different types of business model change: business model creation, extension, revision, and
termination. Each type of business model change is associated with specific challenges.
Practical implications – The proposed typology can serve as a basis for developing a management
tool to evaluate the impact of specific changes to a firm’s business model. Such a tool would be
particularly useful in identifying path dependencies and resistance at the process level, and would
therefore allow a firm’s management to take focused action on this in advance.
Originality/value – The paper makes two main contributions: first, it offers a new, process-based
conceptualization of business models; second, it is the first paper to establish a direct link between
business model change and the degree of innovation (such as “incremental” vs “radical”), and which
distinguishes and specifies different types of business model change.
OriginalsprogEngelsk
TidsskriftManagement Decision
Vol/bind49
Nummer8
Sider (fra-til)1327-1342
Antal sider16
ISSN0025-1747
DOI
StatusUdgivet - 2011

    Forskningsområder

  • Individual agency, Strategic maneuvering, Business model, Business processes, Change management, Innovation

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