Business model innovation and organizational resilience: towards an integrated conceptual framework
Abstract Management scholars have discussed business model innovation as an important response mechanism in turbulent environments. The realization of business model innovations is a highly difficult task and is necessary only in extreme cases of environmental changes. Research on organizational resilience shows that such dramatic adjustments are just one response to environmental changes from the set of appropriate possibilities. Even if previous research has, in general, acknowledged the connection between business model innovation and organizational resilience sporadically, a comprehensive framework is missing. Therefore, this study takes a first step and develops a conceptual framework in which both streams of literature are united under one theoretical roof. The findings of this study show that business model innovation is an integral part of organizational response and corresponds with adaptation as a constitutive element of resilience. This study addresses, furthermore, the question why some organizations choose a more active or passive role. To answer this question, it is necessary to include the individual level in the framework. The regulatory focus theory has proven to be a highly valuable tool, as it explains why decision-makers pursue specific responses according to their own motive structure. The regulatory focus theory is, subsequently, included in the framework and its links to organizational responses are shown.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 86 (2016)
Issue (Month): 6 (August)
|Contact details of provider:|| Web page: http://www.springer.com|
|Order Information:||Web: http://www.springer.com/journal/11573|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Jody Hoffer Gittell & Kim Cameron & Sandy Lim & Victor Rivas, 2008. "Airline Industry Responses to September 11th," Chapters,in: International Terrorism and Threats to Security, chapter 12 Edward Elgar Publishing.
- Justin J.P. Jansen & Frans A.J. Van den Bosch & Henk W. Volberda, 2005. "Exploratory Innovation, Exploitative Innovation, And Ambidexterity: The Impact Of Environmental And Organizational Antecedents," Schmalenbach Business Review (sbr), LMU Munich School of Management, vol. 57(4), pages 351-363, October.
- Morris, Michael & Schindehutte, Minet & Allen, Jeffrey, 2005. "The entrepreneur's business model: toward a unified perspective," Journal of Business Research, Elsevier, vol. 58(6), pages 726-735, June.
- Brockner, Joel & Higgins, E. Tory & Low, Murray B., 2004. "Regulatory focus theory and the entrepreneurial process," Journal of Business Venturing, Elsevier, vol. 19(2), pages 203-220, March.
- Mamouni Limnios, Elena Alexandra & Mazzarol, Tim & Ghadouani, Anas & Schilizzi, Steven G.M., 2014. "The Resilience Architecture Framework: Four organizational archetypes," European Management Journal, Elsevier, vol. 32(1), pages 104-116.
- Tumasjan, Andranik & Braun, Reiner, 2012. "In the eye of the beholder: How regulatory focus and self-efficacy interact in influencing opportunity recognition," Journal of Business Venturing, Elsevier, vol. 27(6), pages 622-636.
- Karan Girotra & Serguei Netessine, 2013. "OM Forum —Business Model Innovation for Sustainability," Manufacturing & Service Operations Management, INFORMS, vol. 15(4), pages 537-544, October.
- Shantanu Bhattacharya & V. Krishnan & Vijay Mahajan, 1998. "Managing New Product Definition in Highly Dynamic Environments," Management Science, INFORMS, vol. 44(11-Part-2), pages 50-64, November.
- Ghemawat, Pankaj & Ricart, Joan E., 1993. "Organizational tension between static and dynamic efficiency, The," IESE Research Papers D/255, IESE Business School.
- Auh, Seigyoung & Menguc, Bulent, 2005. "Balancing exploration and exploitation: The moderating role of competitive intensity," Journal of Business Research, Elsevier, vol. 58(12), pages 1652-1661, December.
- Gebauer, Heiko & Fleisch, Elgar & Friedli, Thomas, 2005. "Overcoming the Service Paradox in Manufacturing Companies," European Management Journal, Elsevier, vol. 23(1), pages 14-26, February.
- 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.
When requesting a correction, please mention this item's handle: RePEc:spr:jbecon:v:86:y:2016:i:6:d:10.1007_s11573-015-0796-y. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sonal Shukla)or (Rebekah McClure)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.