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Preparing for business model change: the “pre-stage” finding

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  • Sérgio Cavalcante

Abstract

The purpose of this paper is to investigate managers’ initiatives in the context of an emergent technology and their effect on the business models of firms. Building on four case studies of organizations interested in using an emergent technology for commercial purposes, this study applies a process-based framework of business model change. The main finding is that managers’ initiatives occur in the context of a “pre-stage” of potential business model change, which includes processes of experimenting and learning. The pre-stage finding gives a better understanding of when change initiatives affect a business model and when they do not, allowing managers to adopt a more proactive behaviour and guide their organizations towards effective business model change. The main contribution of this paper is to suggest the inclusion of the pre-stage idea in research and practice, since it is an intermediary step in the process of business model change that has been overlooked. Copyright Springer Science+Business Media New York 2014

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  • Sérgio Cavalcante, 2014. "Preparing for business model change: the “pre-stage” finding," Journal of Management & Governance, Springer;Accademia Italiana di Economia Aziendale (AIDEA), vol. 18(2), pages 449-469, May.
    • Handle: RePEc:kap:jmgtgv:v:18:y:2014:i:2:p:449-469
    DOI: 10.1007/s10997-012-9232-7
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    Cited by:

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    2. Petra Tausl Prochazkova & Michaela Krechovska & Ladislav Lukas, 2015. "Effectiveness of entrepreneurship policies: some evaluation research perspectives," The AMFITEATRU ECONOMIC journal, Academy of Economic Studies - Bucharest, Romania, vol. 17(39), pages 706-706, May.
    3. Daliborka Witschel & Aaron Döhla & Maximilian Kaiser & Kai-Ingo Voigt & Thilo Pfletschinger, 2019. "Riding on the wave of digitization: insights how and under what settings dynamic capabilities facilitate digital-driven business model change," Journal of Business Economics, Springer, vol. 89(8), pages 1023-1095, December.
    4. Adijati Utaminingsih & Sony Heru Priyanto & John J.O.I. Ihalauw & Linda Kusuma, 2020. "Green Business Behaviour, Green Technologies, and Sustainability in SMEs," International Journal of Economics & Business Administration (IJEBA), International Journal of Economics & Business Administration (IJEBA), vol. 0(1), pages 417-424.
    5. Aarøen, Camilla & Selart, Marcus, 2020. "Risk framing and business model adaptation: A conceptualization based on threat-rigidity theory," SocArXiv 5qxnb, Center for Open Science.
    6. Bocken, Nancy & Konietzko, Jan, 2022. "Circular business model innovation in consumer-facing corporations," Technological Forecasting and Social Change, Elsevier, vol. 185(C).
    7. Alexia Athanasopoulou & Mark De Reuver, 2020. "How do business model tools facilitate business model exploration? Evidence from action research," Electronic Markets, Springer;IIM University of St. Gallen, vol. 30(3), pages 495-508, September.
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    9. Patrizia Di Tullio & Diego Valentinetti & Michele Antonio Rea, 2018. "Integrating The Business Model Puzzle: A Systematic Literature Review," International Journal of Business Research and Management (IJBRM), Computer Science Journals (CSC Journals), vol. 9(1), pages 1-46, June.

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