Learning from failures in business model innovation: Solving decision-making logic conflicts through intrapreneurial effectuation
Established organizations need to adapt their current business models (BMs) to match dynamic changes in their environment. Alternatives to the established BM usually incorporate a dilerent logic of how value is created, olered, and captured. When selecting and implementing the best BM alternative, o...
Lưu vào:
| Tác giả chính: | |
|---|---|
| Đồng tác giả: | |
| Định dạng: | BB |
| Ngôn ngữ: | en_US |
| Thông tin xuất bản: |
Springer Nature
2020
|
| Chủ đề: | |
| Truy cập trực tuyến: | http://tailieuso.tlu.edu.vn/handle/DHTL/9503 |
| Từ khóa: |
Thêm từ khóa bạn đọc
Không có từ khóa, Hãy là người đầu tiên gắn từ khóa cho biểu ghi này!
|
| Tóm tắt: | Established organizations need to adapt their current business models (BMs) to match dynamic changes in their environment. Alternatives to the established BM usually incorporate a dilerent logic of how value is created, olered, and captured. When selecting and implementing the best BM alternative, organizations have to
make decisions on several highly uncertain questions: What will the future look like, on what basis should we take action, how do we act under risks and limited resources, and how should we behave in light of unexpected eventand towards outsiders. Firms can apply the logic of causation or that of electuation when making these decisions. In this context, we apply a longitudinal single case study of a manufacturing company encountering a digital transformation journey. In this case study, we investigate the shift from a product-based to a smart service model and the underlying process of decision-making in the context of business model innovation (BMI). From our case study, we identify latent coniicts resulting from two dilerent BM logics: the logic of value olering, creation, and capture of the dominant (established) BMfversus that of the new one. We show that logic coniicts become especially visible when actors cannot reduce uncertainty about the new BM electively. These coniicts inally inhibit the change of the dominant BM to the new one.
Sensemaking in the company about the latent logic coniicts within the BMI process reveals the need to change its decision-making logic from managerial causation to intrapreneurial electuation. The indings from our study contribute to entrepreneurship and institutional theory while highlighting the concept of institutional intrapreneurship for BMI. Our results suggest separating the alternative BM from the existing one. This separation can reduce cognitive uncertainty associated with BMI processes through logic pluralism, i.e., building a new decision-making logic in parallel to the old one. We contribute to the BMI literature by adding logic coniicts of BMI and the decision-making logic of an organization to the list of important contingency factors that iniuence the execution and outcome of a BMI process. |
|---|