Skip to main content Accessibility help
×
Hostname: page-component-848d4c4894-wg55d Total loading time: 0 Render date: 2024-06-12T10:20:56.607Z Has data issue: false hasContentIssue false

Business Model Innovation

Strategic and Organizational Issues for Established Firms

Published online by Cambridge University Press:  31 May 2023

Constantinos Markides
Affiliation:
London Business School

Summary

Digital technologies have allowed for the proliferation of new business models, something that has attracted the attention of academic research. Much of this research has focused on (i) understanding what a business model is and its theoretical connection to the concept of strategy, and (ii) exploring what business model innovation is and what its sources and outcomes are. Less work has gone into studying the issues that established firms face in business model innovation – such as how to respond to the arrival of a disruptive business model in one's industry, or how to compete with dual business models or how to migrate from one business model to another. This Element approaches the topic of business model innovation from the perspective of the established firm and examines the unique strategic and organizational issues that big, established companies face when a new business model enters their markets.
Get access
Type
Element
Information
Online ISBN: 9781108993241
Publisher: Cambridge University Press
Print publication: 29 June 2023

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abell, D. F. (1980). Defining the business: The starting point of strategic planning. Englewood Cliffs, NJ: Prentice Hall.Google Scholar
Abernathy, W. J. and Utterback, J. (1978). Patterns of industrial innovation. Technology Review, 80, 40–7.Google Scholar
Afuah, A. (2003). Business models: A strategic management approach. Boston, MA: McGraw-Hill/Irwin.Google Scholar
Afuah, A. and Tucci, C. L. (2001). Internet business models and strategies: Text and cases. New York: McGraw Hill.Google Scholar
Agarwal, R., Sarkar, M. B. and Echambadi, R. (2002). The conditioning effect of time on firm survival: An industry life cycle approach. Academy of Management Journal, 45(5), 971–94.Google Scholar
Amit, R. and Zott, C. (2001). Value creation in e-business. Strategic Management Journal, 22(6–7), 493520.Google Scholar
Amit, R. and Zott, C. (2012). Creating value through business model innovation. MIT Sloan Management Review, 53(3), 41–9.Google Scholar
Amit, R. and Zott, C. (2015). Crafting business architecture: The antecedents of business model design. Strategic Entrepreneurship Journal, 9(4), 331–50.Google Scholar
Amit, R. and Zott, C. (2021). Business model innovation strategy: Transformational concepts and tools for entrepreneurial leaders. Hoboken, NJ: John Wiley & Sons.Google Scholar
Arend, R. (2013). The business model: Present and future – beyond a skeumorph. Strategic Organization, 11(4), 390402.Google Scholar
Atkinson, J. W. (1964). An introduction to motivation. Oxford: Van Nostrand.Google Scholar
Audretsch, D. B. (1995). Innovation and industry evolution. Cambridge, MA: Massachusetts Institute of Technology Press.Google Scholar
Aversa, P., Furnari, S. and Haefliger, S. (2015). Business model configurations and performance: A qualitative comparative analysis in Formula One racing, 2005–2013. Industrial and Corporate Change, 24(3), 655–76.Google Scholar
Aversa, P., Haefliger, S. and Reza, D. G. (2017). Building a winning business model portfolio. MIT Sloan Management Review, 58(4), 4954.Google Scholar
Baden-Fuller, C. and Haefliger, S. (2013). Business models and technological innovation. Long Range Planning, 46(6), 419–26.Google Scholar
Baden-Fuller, C. and Mangematin, V. (2013). Business models: A challenging agenda. Strategic Organization, 11(4), 418–27.Google Scholar
Baden-Fuller, C. and Morgan, M. (2010). Business models as models. Long Range Planning, 43(2–3), 156–71.Google Scholar
Barney, J. B. (1986). Types of competition and the theory of strategy: Toward an integrative framework. Academy of Management Review, 11(4), 791800.CrossRefGoogle Scholar
Barney, J. B. (2001). Resource-based theories of competitive advantage: A ten-year retrospective on the resource-based view. Journal of Management, 27(6), 643–50.Google Scholar
Bartlett, C. and Ghoshal, S. (1989). Managing across borders: The transnational solution. Boston, MA: HBS Press.Google Scholar
Bellman, R., Clark, C. E., Malcolm, D. G., Craft, C. J. and Ricciardi, F. M. (1957). On the construction of a multi-stage, multi-person business game. Operations Research, 5(4), 469503.Google Scholar
Bigelow, L. S. and Barney, J. B. (2021). What can strategy learn from the business model approach? Journal of Management Studies, 58(2), 528–39.Google Scholar
Biggadike, R. (1979). The risky business of diversification. Harvard Business Review, 57(May), 103–11.Google Scholar
Bock, A. J., Opsahl, T., George, G. and Gann, D. M. (2012). The effects of culture and structure on strategic flexibility during business model innovation. Journal of Management Studies, 49(2), 279305.CrossRefGoogle Scholar
Bower, J. and Christensen, C. (1995). Disruptive technologies: Catching the wave. Harvard Business Review, 73(1), 4353.Google Scholar
Bucherer, E., Eisert, U. and Gassmann, O. (2012). Towards systematic business model innovation: Lessons from product innovation management. Creativity and Innovation Management, 21(2), 183–98.Google Scholar
Burgelman, R. and Sayles, L. (1986). Inside corporate innovation. New York: Free Press.Google Scholar
Casadesus-Masanell, R. and Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2–3), 195215.CrossRefGoogle Scholar
Charitou, C. D. (2001). The response of established firms to disruptive strategic innovation: Empirical evidence from Europe and North America. Unpublished doctoral dissertation, London Business School.Google Scholar
Charitou, C. D. and Markides, C. C. (2003). Responses to disruptive strategic innovation. MIT Sloan Management Review, 44(2), 5563.Google Scholar
Chen, M. J. and Miller, D. (1994). Competitive attack, retaliation and performance: An expectancy‐valence framework. Strategic Management Journal, 15(2), 85102.CrossRefGoogle Scholar
Chen, M. J., Smith, K. G. and Grimm, C. M. (1992). Action characteristics as predictors of competitive responses. Management Science, 38(3), 439–55.Google Scholar
Chesbrough, H. (2007). Business model innovation: It’s not just about technology anymore. Strategy & Leadership, 35(6), 1217.CrossRefGoogle Scholar
Chesbrough, H. (2010). Business model innovation: Opportunities and barriers. Long Range Planning, 43(2–3), 354–63.CrossRefGoogle Scholar
Chesbrough, H. and Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation: Evidence from Xerox corporation’s technology spin-off companies. Industrial and Corporate Change, 11(3), 529–55.Google Scholar
Christensen, C. (1997). The innovator’s dilemma: When new technologies cause great firms to fail. Boston, MA: Harvard Business School Press.Google Scholar
Christensen, C. M. (2006). The ongoing process of building a theory of disruption. Journal of Product Innovation Management, 23(1), 3955.CrossRefGoogle Scholar
Christensen, C. M. and Overdorf, M. (2000). Meeting the challenge of disruptive change. Harvard Business Review, 78(2), 6776.Google Scholar
Christensen, C. M. and Raynor, M. E. (2003). The innovator’s solution: Creating and sustaining successful growth. Boston, MA: Harvard Business School Press.Google Scholar
Christensen, C. M., Johnson, M. W. and Rigby, D. K. (2002). Foundations for growth: How to identify and build disruptive new businesses. MIT Sloan Management Review, 43(3), 2231.Google Scholar
Cooper, A. C. and Smith, C. G. (1992). How established firms respond to threatening technologies. Academy of Management Executive, 6(2), 5570.Google Scholar
Danneels, E. (2004). Disruptive technology reconsidered: A critique and research agenda. Journal of Product Innovation Management, 21(4), 246–58.CrossRefGoogle Scholar
Dasilva, C. M. and Trkman, P. (2014). Business model: What is it and what it is not. Long Range Planning, 47(6), 379–89.Google Scholar
Day, G. S. and Freeman, J. S. (1990). Burnout or fadeout: The risks of early entry into high technology markets, in Lawless, M. W. and Gomez-Mejia, L. R. (eds.), Strategic management in high technology firms, pp. 4365, Greenwich, CT: JAI Press Inc.Google Scholar
Day, J., Mang, P. Y., Richter, A. and Roberts, J. (2001). The innovative organization: Why new ventures need more than a room of their own. The McKinsey Quarterly, 2, 21.Google Scholar
Demil, B. and Lecocq, X. (2010). Business model evolution: In search of dynamic consistency. Long Range Planning, 43(2–3), 227–46.Google Scholar
Doganova, L. and Eyquem-Renault, M. (2009). What do business models do? Innovation devices in technology entrepreneurship. Research Policy, 38(10), 1559–70.Google Scholar
Doz, Y. L. and Kosonen, M. (2010). Embedding strategic agility: A leadership agenda for accelerating business model renewal. Long Range Planning, 43(2–3), 370–82.Google Scholar
Dunne, T., Roberts, M. and Samuelson, L. (1989). The growth and failure of US manufacturing plants. Quarterly Journal of Economics, 104(4),671–98.CrossRefGoogle Scholar
Dutton, J. E. and Jackson, S. E. (1987). Categorizing strategic issues: Links to organizational action. Academy of Management Review, 12(1), 7690.Google Scholar
Foss, N. J. and Saebi, T. (eds.). (2015). Business model innovation: The organizational dimension. Oxford: Oxford University Press.Google Scholar
Foss, N. J. and Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come and where should we go. Journal of Management, 43(1), 200–27.Google Scholar
Fuentelsaz, L., Gomez, J. and Polo, Y. (2002). Followers’ entry timing: Evidence from the Spanish banking sector after deregulation. Strategic Management Journal, 23(3), 245–64.Google Scholar
Gans, J. and Stern, S. (2010). Is there a market for ideas? Industrial and Corporate Change, 19(3), 805–37.Google Scholar
Gassmann, O., Frankenberger, K. and Choudury, M. (2020). The business model navigator: The strategies behind the most successful companies, 2nd ed. Harlow, UK: FT Pearson.Google Scholar
Gassmann, O., Frankenberger, K. and Sauer, R. (2018). Exploring the field of business model innovation: New theoretical perspectives. Basingstoke, UK: Palgrave Macmillan.Google Scholar
Geroski, P. A. (1991). Market dynamics and entry. Oxford: Basil Blackwell LtdGoogle Scholar
Geroski, P. A. (1995). What do we know about entry? International Journal of Industrial Organization, 13(4), 421–40.Google Scholar
Ghoshal, S. and Gratton, Lynda (2003). Integrating the enterprise. MIT Sloan Management Review, 44(1), 31–8.Google Scholar
Gibson, C. and Birkinshaw, J. (2004). The antecedents, consequences and mediating role of organizational ambidexterity. Academy of Management Journal, 47(2), 115–31.CrossRefGoogle Scholar
Giesen, E., Berman, S. J., Bell, R. and Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy & Leadership, 35(6), 2733.Google Scholar
Gilbert, C. 2003. The disruption opportunity. MIT Sloan Management Review, 44(4), 2732.Google Scholar
Gilbert, C. and Bower, J. L. (2002). Disruptive change. Harvard Business Review, 80(5), 95100.Google Scholar
Girotra, K. and Netessine, S. (2014). The risk-driven business model: Four questions that will define your company. Boston, MA: Harvard Business Press.Google Scholar
Glemet, F. and Mira, R. (1993). The brand leader’s dilemma. McKinsey Quarterly, 2, 315.Google Scholar
Golder, P. and Tellis, G. (1993). Pioneer advantage: Marketing logic or marketing legend? Journal of Marketing Research, 30(2), 158–70.Google Scholar
Gomez, J., Lanzolla, G. and Maicas, J. P. (2011). The role of industry dynamics in the sustainability of first movers’ advantages. Unpublished manuscript, City Business School, July.Google Scholar
Govindarajan, V. and Trimble, C. (2005). Ten rules for strategic innovators: From idea to execution. Boston, MA: HBS Press.Google Scholar
Gulati, R. and Garino, J. (2000). Get the right mix of bricks & clicks. Harvard Business Review, 78(3), 107–14.Google Scholar
Gulati, R. and Puranam, P. (2009). Renewal through reorganization: The value of inconsistencies between formal and informal organization. Organization Science, 20(2), 422–40.Google Scholar
Günzel, F. and Holm, A. B. (2013). One size does not fit all: Understanding the front-end and back-end of business model innovation. International Journal of Innovation Management, 17(01), 1340002.Google Scholar
Hambrick, D. C. and Fredrickson, J. W. (2005). Are you sure you have a strategy? Academy of Management Perspectives, 19(4), 5162.Google Scholar
Hamel, G. (1996). Strategy as revolution. Harvard Business Review, 74(4), 6982.Google Scholar
Hamel, G. (1999). Bringing Silicon Valley inside. Harvard Business Review, 77(5), 7084, 183.Google Scholar
Hamel, G. (2000). Waking up IBM. Harvard Business Review, 78(4), 137–44.Google Scholar
Harren, H. (2012). Management of multiple business models: Determining the optimal organizational strategy. Unpublished doctoral dissertation, Technical University of Berlin.Google Scholar
Harren, H., zu Knyphausen-Aufsess, D. and Markides, C. (2022). Managing multiple business models: The role of interdependencies. Schmalenbach Journal of Business Research, 74(2), 235–63.Google Scholar
Hedman, J. and Kalling, T. (2003). The business model concept: Theoretical underpinnings and empirical illustrations. European Journal of Information Systems, 12(1), 4959.Google Scholar
House, R. J. (1971). A path goal theory of leader effectiveness. Administrative Science Quarterly, 16(3), 321–39.CrossRefGoogle Scholar
Iansiti, M., McFarlan, F. W. and Westerman, G. 2003. Leveraging the incumbent’s advantage. MIT Sloan Management Review, 44(4), 5864.Google Scholar
Johnson, M. W. and Lafley, A. G. (2010). Seizing the white space: Business model innovation for growth and renewal. Boston, MA: Harvard Business Press.Google Scholar
Johnson, M. W., Christensen, C. M. and Kagermann, H. 2008. Reinventing your business model. Harvard Business Review, 86(12), 50–9.Google Scholar
Khanagha, S., Volberda, H., Sidhu, J. and Oshri, I. (2013). Management innovation and adoption of emerging technologies. European Management Review 10, 5167.Google Scholar
Kiesler, S. and Sproull, L. (1982). Managerial response to changing environments: Perspectives on problem sensing from social cognition. Administrative Science Quarterly, 27, 548–70.Google Scholar
Kim, W. C. and Mauborgne, R. (2005). How to create uncontested market space and make the competition irrelevant. Harvard Business Review, 4(13), 12.Google Scholar
King, A. A. and Baatartogtokh, B. (2015). How useful is the theory of disruptive innovation? MIT Sloan Management Review, 57(1), 77.Google Scholar
Lanzolla, G. and Markides, C. (2021). A business model view of strategy. Journal 0f Management Studies, 58(2), 540–53.Google Scholar
Laverty, K. J. (1996). Economic ‘short-termism’: The debate, the unresolved issues, and the implications for management practice and research. Academy of Management Review, 21(3), 825–60.Google Scholar
Lieberman, M. and Montgomery, D. (1988). First mover advantages. Strategic Management Journal, Special Issue: Strategy Content Research, 9(S1), 4158.Google Scholar
Lieberman, M. and Montgomery, D. (1998). First-mover (dis)advantages: Retrospective and link with the resource-based view. Strategic Management Journal, 19(12), 1111–25.Google Scholar
MacMillan, I., McCaffery, M. L. and Van Wijk, G. (1985). Competitors’ responses to easily imitated new products: Exploring commercial banking product introductions. Strategic Management Journal, 6(1), 7586.Google Scholar
Magretta, J. (2002). Why business models matter. Harvard Business Review, 80(5), 8692.Google Scholar
Markides, C. (1997). Strategic innovation. MIT Sloan Management Review, 38(3), 923.Google Scholar
Markides, C. (1998). Strategic innovation in established companies. MIT Sloan Management Review, 39(3), 3142.Google Scholar
Markides, C. (1999). All the right moves: A guide to crafting breakthrough strategy. Boston, MA: Harvard Business School Press.Google Scholar
Markides, C. (2006). Disruptive innovation: In need of better theory. The Journal of Product Innovation Management, 23(1), 1925.Google Scholar
Markides, C. (2008). Game changing strategies: How to create market space in established industries by breaking the rules. San Francisco, CA: Jossey-Bass.Google Scholar
Markides, C. (2012). How disruptive will innovations from emerging markets be? MIT Sloan Management Review, (54)1, 22–5.Google Scholar
Markides, C. (2013). Business model innovation: What can the ambidexterity literature teach us? Academy of Management Perspectives, 27(4), 313–23.Google Scholar
Markides, C. (2015a). How established firms exploit disruptive business model innovation: Strategic and organizational challenges, in Foss, N. and Saebi, T. (eds.), Business model innovation: The organizational dimension, pp. 123–44, Oxford: Oxford University Press.Google Scholar
Markides, C. (2015b). Research on business models: Challenges and opportunities, in Baden-Fuller, C. and Mangematin, V. (eds.), Advances in strategic management: Business models and organizations, pp. 133–47, Bingley, UK: Emerald Group Publishing Ltd.Google Scholar
Markides, C. C. (2021). Organizing for the new normal: Prepare your company for the journey of continuous disruption. London: Kogan Page Publishers.Google Scholar
Markides, C. C. and Charitou, C. D. (2004). Competing with dual business models: A contingency approach. Academy of Management Perspectives 18(3), 2236.Google Scholar
Markides, C. and Geroski, P. (2005). Fast second: How smart companies bypass radical innovation to enter and dominate new markets. San Francisco. CA: Jossey-Bass.Google Scholar
Markides, C. and Oyon, D. (2000). Changing the strategy at Nespresso: An interview with former CEO Jean-Paul Gaillard. European Management Journal, 18(3), 296301.Google Scholar
Markides, C. C. and Oyon, D. (2010). What to do against disruptive business models: When and how to play two games at once. MIT Sloan Management Review, 51(4), 2532.Google Scholar
Markides, C. and Sosa, L. (2013). Pioneering and first-mover advantages: The importance of business models. Long Range Planning, 46(4–5), 325–34.CrossRefGoogle Scholar
Markides, C., Larsen, E. and Gary, S. (2020). Business model innovation and the evolution of industry profitability. Working paper, London Business School.Google Scholar
Massa, L. and Tucci, C. (2013). Business model innovation, in Dodgson, M., Gann, D. M. and Phillips, N. (eds.), The Oxford handbook of innovation management, 420–41, Oxford: Oxford University Press.Google Scholar
Massa, L., Tucci, C. and Afuah, A. 2017. A critical assessment of business model research. Academy of Management Annals, 11(1), 73104.Google Scholar
McGrath, R. G. (2010): Business models: A discovery driven approach. Long Range Planning, 43(2–3), 247–61.Google Scholar
Mitchell, D. and Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 1521.Google Scholar
Mitchell, D. and Coles, C. (2004). Business model innovation breakthrough moves. Journal of Business Strategy, 25(1), 1626.Google Scholar
Mueller, D. (1997). First-mover advantages and path dependence. International Journal of Industrial Organization, 15(6), 827–50.Google Scholar
Newman, A., Obschonka, M., Moeller, J. and Chandan, G. G. (2021). Entrepreneurial passion: A review, synthesis, and agenda for future research. Applied Psychology, 70(2), 816–60.Google Scholar
Nickerson, J. A. and Zenger, T. R. (2002). Being efficiently fickle: A dynamic theory of organizational choice. Organization Science, 13(5), 547–66.Google Scholar
O’Reilly III, C. A. and Tushman, M. L. 2004. The ambidextrous organization. Harvard Business Review, 82(4), 7481.Google Scholar
O’Reilly, C. A. III and Tushman, M. (2011). Organizational ambidexterity in action: How managers explore and exploit. California Management, 53(4), 522.Google Scholar
Osterwalder, A. and Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hoboken, NJ: John Wiley & Sons.Google Scholar
Porter, M. E. (1980). Competitive strategy: Techniques for analyzing industries and competitors. New York: The Free Press.Google Scholar
Porter, M. E. (1985). Competitive advantage. New York: Free Press.Google Scholar
Porter, M. E. (1996). What is strategy? Harvard Business Review, 74(6), 6178.Google Scholar
Porter, M. E. (2001). Strategy and the Internet. Harvard Business Review, 79(3), 6278.Google Scholar
Porter, M. and Siggelkow, N. (2008). Contextuality within activity systems and sustainability of competitive advantage. Academy of Management Perspectives, 22(2), 3456.CrossRefGoogle Scholar
Puranam, P., Singh, H. and Zollo, M. (2006). Organizing for innovation. Academy of Management Journal, 49, 263–80.Google Scholar
Raisch, S. and Birkinshaw, J. (2008). Organizational ambidexterity: Antecedents, outcomes, and moderators. Journal of Management, 34(3), 375409.Google Scholar
Ramdani, B., Binsaif, A. and Boukrami, E. (2019). Business model innovation: A review and research agenda. New England Journal of Entrepreneurship, 22(2), 89108.CrossRefGoogle Scholar
Rivkin, J. W. (2000). Imitation of complex strategies. Management Science, 46(6), 824–44.Google Scholar
Rivkin, J. W. and Siggelkow, N. (2003). Balancing search and stability: Interdependencies among elements of organizational design. Management Science, 49(3), 290311.Google Scholar
Robinson, W. and Chiang, J. (2002). Product development strategies for established market pioneers, early followers and late entrants. Strategic Management Journal, 23(9), 855–66.CrossRefGoogle Scholar
Santos, J., Spector, B. and Van der Heyden, L. (2009). Toward a theory of business model innovation within incumbent firms. INSEAD Working Paper No. 2009/16/EFE/ST/TOM, accessed at SSRN: https://ssrn.com/abstract=1362515 or http://dx.doi.org/10.2139/ssrn.1362515.CrossRefGoogle Scholar
Schnaars, S. (1994). Managing imitation strategies. New York: The Free Press.Google Scholar
Schneider, S. and Spieth, P. (2013). Business model innovation: Towards an integrated future research agenda. International Journal of Innovation Management, 17(1), 1340001.Google Scholar
Schumpeter, J. A. (1942). Capitalism, Socialism and Democracy.Google Scholar
Seddon, P. B., Lewis, G. P., Freeman, P. and Shanks, G. (2004). The case for viewing business models as abstractions of strategy. Communications of the Association for Information Systems, 13(1), 25.Google Scholar
Senge, P. M. (1990). The art and practice of the learning organization (Vol. 1). New York: Doubleday.Google Scholar
Shankar, V., Carpenter, G. and Krishnamurthi, L. (1998). Late mover advantage: How innovative late entrants outsell pioneers. Journal of Marketing Research, 35(1), 5470.Google Scholar
Siggelkow, N. (2001). Change in the Presence of Fit: The Rise, The Fall, and the Renaissance of Liz Clairborne. Academy of Management Journal, 44, 838-857.Google Scholar
Siggelkow, N. (2017). Change in the presence of fit: The rise, the fall, and the renaissance of Liz Claiborne, in Chakravarthy, B., Mueller-Stewens, G., Lorange, P. and Lechner, C. (eds.), Strategy process, pp. 4573, Oxford: Blackwell Publishing Ltd.Google Scholar
Siggelkow, N. and Levinthal, D. (2003). Temporarily divide to conquer: Centralized, decentralized and reintegrated organizational approaches to exploration and adaptation. Organization Science, 14(6), 650–76.Google Scholar
Sinfield, J. V., Calder, E., McConnell, B. and Colson, S. (2012). How to identify new business models. MIT Sloan Management Review, 53(2), 8590.Google Scholar
Slywotzky, A. J. (1996). Value migration: How to think several moves ahead of the competition. Boston: HBS Press.Google Scholar
Slywotzky, A. J. and Morrison, D. (2002). The profit zone. New York: Three Rivers Press.Google Scholar
Smith, K. G., Grimm, C. M., Gannon, M. J. and Chen, M. J. (1991). Organizational information processing, competitive responses, and performance in the US domestic airline industry. Academy of Management Journal, 34(1), 6085.Google Scholar
Smith, W. K., Binns, A. and Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2–3), 448–61.CrossRefGoogle Scholar
Snihur, Y. and Tarziján, J. (2018). Managing complexity in a multi-business model organization. Long Range Planning, 51(1), 5063.Google Scholar
Snihur, Y. and Zott, C. (2020). The genesis and metamorphosis of novelty imprints: How business model innovation emerges in young ventures. Academy of Management Journal, 63(2), 554–83.Google Scholar
Sohl, T. and Vroom, G. (2017). Mergers and acquisitions revisited: The role of business model relatedness. In Advances in Mergers and Acquisitions (Advances in Mergers and Acquisitions, Vol. 16), pp. 99113, Bingley, UK: Emerald Publishing Limited. DOI: https://doi.org/10.1108/S1479-361X20170000016006.Google Scholar
Spieth, P., Schneckenberg, D. and Ricart, J. E. (2014). Business model innovation: State of the art and future challenges for the field. R&D Management, 44(3), 237–47.Google Scholar
Suarez, F. and Lanzolla, G. (2007). The role of environmental dynamics in building a first mover advantage theory. Academy of Management Review, 32(2), 377–92.CrossRefGoogle Scholar
Szymanski, D. M., Try, L. C. and Bharadwaj, S. G. (1995). Order of entry and business performance: An empirical synthesis and reexamination. Journal of Marketing, 59(4), 1733.Google Scholar
Teece, D. J. (1986). Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy. Research Policy, 15(6), 285305.Google Scholar
Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–94.CrossRefGoogle Scholar
Teece, D. J. (2018). Business models and dynamic capabilities. Long Range Planning, 51(1), 40–9.Google Scholar
Teece, D., Pisano, G. and Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509–33.3.0.CO;2-Z>CrossRefGoogle Scholar
Tellis, G. and Golder, P. (1996). First to market, first to fail? Real causes of enduring market leadership. MIT Sloan Management Review, 37(4), 6575.Google Scholar
Tellis, G. and Golder, P. (2001). Will and vision: How latecomers grow to dominate markets. New York: McGraw Hill.Google Scholar
Thompson, J. D. (1967). Organizations in action. New York: McGraw Hill.Google Scholar
Tushman, M. L. and O’Reilly, C. A. III (1996). Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review, 38(4), 830.CrossRefGoogle Scholar
Utterback, J. (1996). Mastering the dynamics of innovation. Boston: HBS Press.Google Scholar
VanderWerf, P. and Mahon, J. (1997). Meta-analysis of the impact of research methods on findings of first-mover advantage. Management Science, 43(11), 1510–19.Google Scholar
Visnjic, I., Wiengarten, F. and Neely, A. (2016). Only the brave: Product innovation, service business model innovation, and their impact on performance. Journal of Product Innovation Management, 33(1), 3652.Google Scholar
Volberda, H. W., Khanagha, S., Sidhu, J. S. and Oshri, I. (2013). Management innovation, absorptive capacity and the adoption of emerging technologies: The case of cloud computing. European Management Review, 10(1), 5167.Google Scholar
Vroom, V. H. (1964). Work and motivation. Oxford: Wiley.Google Scholar
Watts, R. M. (2001). The slingshot syndrome: Why America’s leading technology firms fail at innovation. Lincoln, NE: Writers Club Press.Google Scholar
Wernerfelt, B. (1984). A resource‐based view of the firm. Strategic Management Journal, 5(2), 171–80.Google Scholar
Zhang, S. and Markman, A. (1998): Overcoming the early entrant advantage: The role of alignable and nonalignable differences. Journal of Marketing Research, 35(4), 413–26.Google Scholar
Zott, C. and Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181–99.Google Scholar
Zott, C. and Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2–3), 216–26.Google Scholar
Zott, C. and Amit, R. (2013). The business model: A theoretically anchored robust construct for strategic analysis. Strategic Organization, 11(4), 403–11.Google Scholar
Zott, C., Amit, R. and Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019–42.Google Scholar

Save element to Kindle

To save this element to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Business Model Innovation
Available formats
×

Save element to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Business Model Innovation
Available formats
×

Save element to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Business Model Innovation
Available formats
×