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Managing business model renewal

Author

Listed:
  • Christian Sandstrom
  • Ralf-Geert Osborne

Abstract

It is well-documented that firms often need to change their business model when introducing a new product, but more knowledge is needed regarding why they struggle when trying to do so. This paper explores the challenges related to renewing an established business model. Drawing upon a case study and industrial network theory, we argue that business models are difficult to change because they are based upon interdependence throughout a system of interrelated actors. Firms are interconnected with actors beyond its boundaries and thus, only a limited control can be imposed. Our findings also suggest that firms can change their business models by identifying critical actors and by aligning incentives throughout their network.

Suggested Citation

  • Christian Sandstrom & Ralf-Geert Osborne, 2011. "Managing business model renewal," International Journal of Business and Systems Research, Inderscience Enterprises Ltd, vol. 5(5), pages 461-474.
    • Handle: RePEc:ids:ijbsre:v:5:y:2011:i:5:p:461-474
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    Citations

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    Cited by:

    1. Muhammad Anwar, 2018. "BUSINESS MODEL INNOVATION AND SMEs PERFORMANCE — DOES COMPETITIVE ADVANTAGE MEDIATE?," International Journal of Innovation Management (ijim), World Scientific Publishing Co. Pte. Ltd., vol. 22(07), pages 1-31, October.
    2. Anna-Greta Nyström & Miia Mustonen, 2017. "The dynamic approach to business models," AMS Review, Springer;Academy of Marketing Science, vol. 7(3), pages 123-137, December.
    3. Engwall, Mats & Freilich, Jonatan, 2014. "Architectural Lock-in of the Drug Development Process," INDEK Working Paper Series 2014/4, Royal Institute of Technology, Department of Industrial Economics and Management.

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