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Cultivating business model agility through focused capabilities: A multiple case study


  • Battistella, Cinzia
  • De Toni, Alberto F.
  • De Zan, Giovanni
  • Pessot, Elena


Focusing on strategic agility and business model concepts, the present paper proposes a framework for recognising common strategies, activities and paths to business model reconfiguration developed through the activation of a set of micro-capabilities. We argue that successful companies nurture specific capabilities in order to act proactively and to reach strategic agility and direct these to specific key elements of the business model (building blocks), thus enabling the renewing of the entire business model.

Suggested Citation

  • Battistella, Cinzia & De Toni, Alberto F. & De Zan, Giovanni & Pessot, Elena, 2017. "Cultivating business model agility through focused capabilities: A multiple case study," Journal of Business Research, Elsevier, vol. 73(C), pages 65-82.
  • Handle: RePEc:eee:jbrese:v:73:y:2017:i:c:p:65-82
    DOI: 10.1016/j.jbusres.2016.12.007

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    References listed on IDEAS

    1. Robert M. Grant, 1996. "Prospering in Dynamically-Competitive Environments: Organizational Capability as Knowledge Integration," Organization Science, INFORMS, vol. 7(4), pages 375-387, August.
    2. Battistella, Cinzia & Colucci, Katia & De Toni, Alberto F. & Nonino, Fabio, 2013. "Methodology of business ecosystems network analysis: A case study in Telecom Italia Future Centre," Technological Forecasting and Social Change, Elsevier, vol. 80(6), pages 1194-1210.
    3. Dorothy Leonard-Barton, 1990. "A Dual Methodology for Case Studies: Synergistic Use of a Longitudinal Single Site with Replicated Multiple Sites," Organization Science, INFORMS, vol. 1(3), pages 248-266, August.
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    5. Ganguly, Anirban & Nilchiani, Roshanak & Farr, John V., 2009. "Evaluating agility in corporate enterprises," International Journal of Production Economics, Elsevier, vol. 118(2), pages 410-423, April.
    6. Sidney G. Winter & Gabriel Szulanski, 2001. "Replication as Strategy," Organization Science, INFORMS, vol. 12(6), pages 730-743, December.
    7. Fleury, Afonso & Fleury, Maria Tereza Leme, 2014. "Local enablers of business models: The experience of Brazilian multinationals acquiring in North America," Journal of Business Research, Elsevier, vol. 67(4), pages 516-526.
    8. Lokshin, Boris & Gils, Anita Van & Bauer, Eva, 2009. "Crafting firm competencies to improve innovative performance," European Management Journal, Elsevier, vol. 27(3), pages 187-196, June.
    9. Voelpel, Sven & Leibold, Marius & Tekie, Eden & von Krogh, Georg, 2005. "Escaping the Red Queen Effect in Competitive Strategy:: Sense-testing Business Models," European Management Journal, Elsevier, vol. 23(1), pages 37-49, February.
    10. Gebauer, Heiko & Worch, Hagen & Truffer, Bernhard, 2012. "Absorptive capacity, learning processes and combinative capabilities as determinants of strategic innovation," European Management Journal, Elsevier, vol. 30(1), pages 57-73.
    11. Shafer, Scott M. & Smith, H. Jeff & Linder, Jane C., 2005. "The power of business models," Business Horizons, Elsevier, vol. 48(3), pages 199-207.
    12. Di Minin, Alberto & Frattini, Federico & Bianchi, Mattia & Bortoluzzi, Guido & Piccaluga, Andrea, 2014. "Udinese Calcio soccer club as a talents factory: Strategic agility, diverging objectives, and resource constraints," European Management Journal, Elsevier, vol. 32(2), pages 319-336.
    13. B. Demil & X. Lecocq, 2010. "Business model evolution : in search of dynamic consistency," Post-Print hal-00572915, HAL.
    14. Henry Chesbrough & Richard S. Rosenbloom, 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, Oxford University Press, vol. 11(3), pages 529-555, June.
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    1. repec:spr:amsrev:v:7:y:2017:i:3:d:10.1007_s13162-017-0103-x is not listed on IDEAS
    2. repec:spr:gjofsm:v:19:y:2018:i:3:d:10.1007_s40171-018-0191-y is not listed on IDEAS


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