Business Model Change: Managerial Roles and Tactics in Decision-Making

Oever, Koen van den; Martín, Xavier

doi:10.1108/s0742-332220150000033010

Cited by 7 publications

(3 citation statements)

References 56 publications

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“…Second, the number and diversity of critical economic partners engaged in the change effort is likely to be greater for the business model change than for other types of change (van den Oever and Martin, 2015). Third, the complexity of the process is expected to be higher in a business model change.…”

Section: Organizational Changementioning

confidence: 99%

Impact of business model change on organizational success

Appelbaum

Profka

Depta³

et al. 2018

ICT

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Purpose The purpose of this paper is to investigate the impact of organizational change, more specifically business model change, on corporate employees’ motivation and, consequently, performance. Design/methodology/approach The main approaches and managerial frameworks on organization change implementation, as well as the assessment methods on whether the company is ready to implement the change, were identified by reviewing the current literature on the subject between 1940 and 2016. Findings Reviewed individual behavioral reactions and provided steps to encourage favorable individual employee perceptions. Research limitations/implications Existing gaps in supporting empirical data on the subject and a limited number of direct case studies and real-life scenarios. The research was primarily focused on employee motivation during the initial planning phase of organizational change, with lesser focus on motivation throughout and especially after the change process. Practical implications To benefit from the change, organizations must avoid improvising and should follow specific and formal change management procedures which take employee motivation and individual response towards change under consideration. Social implications By providing real-life illustrations of successful business model change implementations, current and future companies facing this type of change in the future can learn from these specific scenarios. Originality/value The distinction of business model change as a sub-type of organizational change and the study of employee motivation under a business model change specifically is the novel contribution of the paper.

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Section: Organizational Changementioning

confidence: 99%

Impact of business model change on organizational success

Appelbaum

Profka

Depta³

et al. 2018

ICT

View full text Add to dashboard Cite

show abstract

“…We test our hypotheses in the Dutch water authority sector, not to be confused with water utilities found in many countries including the Netherlands (Van den Oever & Martin, ). Dutch water authorities are responsible for safety (e.g., against flooding from rivers), water quantity (e.g., availability for farming), water quality (e.g., as wildlife habitat), and bulk sewage treatment (but not water distribution to households).…”

Section: Methodsmentioning

confidence: 99%

Fishing in troubled waters? Strategic decision‐making and value creation and appropriation from partnerships between public organizations

Oever

Martín

2018

Strategic Management Journal

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Research Summary Although partnerships have been conceptualized as vehicles for value creation, less is known about which partners appropriate more value out of them, especially among public organizations. We theorize how politics and procedural rationality in decision‐making respectively are associated with value creation and value appropriation from partnerships between public organizations. Analysis of data from the Dutch water authority sector (2008–2014) shows that organizations employing more politics in decision‐making appropriate more value from horizontal partnerships, whereas procedural rationality in decision‐making may enhance combined value creation but limits partner‐level value appropriation. Also as theorized, the collective decision‐making context constrains value appropriation by partners using a discrepant decision‐making approach. We discuss implications for research on public organizations, alliances, and strategic decision‐making. Managerial Summary Although much is known about how partnerships can create value for firms, we know relatively less about which of the partners can appropriate more value from them. In this paper, we theorize and find that (public) organizations that employ more politics in decision‐making can generally appropriate more value from partnerships. Organizations that are more procedurally rational, which entails the extensive collection and analysis of information to make decisions, are able to create more value for the partnership, but generally appropriate less value from the partnership. Moreover, an organization that has a different decision‐making approach than its partners' end up appropriating less value from the partnership. Thus, when forming partnerships, managers should carefully consider the way their potential partners make decisions.

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“…For their part, Baden-Fuller and explore the BM as a set of cognitive configurations or maps (Furnari, 2015) that can be manipulated and modularized by managers (Aversa, Haefliger, Rossi & Baden-Fuller, 2015). The development of a new research agenda dedicated to the cognitive perspective has also been put forward, within which certain scholars have thought it fruitful to investigate BM dynamics (Van den Oever & Martin, 2015) and BM innovation (Waldner, Poetz, Grimpe & Eurich, 2015). Zhang, et al (2015) The analysis of these two clusters provides evidence of the existence of a mainstream traditional approach: the essentialist perspective.…”

Section: Article In Pressmentioning

confidence: 99%

Business Model Research: A Bibliometric Analysis of Origins and Trends

Maucuer¹,

Renaud²

2019

M@n@gement

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The business model (BM) concept has become a major area of interest in Management literature, leading to the publication of a host of literature reviews and essays aimed at synthesizing and interpreting the development of BM research. Yet these general analyses have largely neglected the specificities of the two main disciplines in which the BM concept is anchored: Strategic Management and Innovation & Entrepreneurship. Accordingly, this article seeks to explore the intellectual roots and current trends of these disciplines to refine our understanding of the development of the BM literature. We draw on a mixed bibliometric analysis based on two samples of respectively 208 and 345 articles published in Strategic Management and Innovation & Entrepreneurship. This analysis enables us to compare the theoretical pillars (co-citation analysis) and research fronts (bibliographic coupling analysis) of BM research in these two foundational disciplines. Our results suggest a certain homogeneity within both the theoretical pillars of the disciplines and the incremental diversification of their research fronts. In light of these findings, we consider the future of the BM literature and accordingly propose a twofold developmental strategy for it.

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Business Model Change: Managerial Roles and Tactics in Decision-Making

Cited by 7 publications

References 56 publications

Impact of business model change on organizational success

Impact of business model change on organizational success

Fishing in troubled waters? Strategic decision‐making and value creation and appropriation from partnerships between public organizations

Business Model Research: A Bibliometric Analysis of Origins and Trends

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