Abstract
This study draws on resource orchestration theory to develop and test a framework that explains when the imitation of business models from other industries increases new venture growth. We propose that extra-industry business model imitation enhances growth when extra-industry business models are bundled together with novel technologies, and when founders possess the necessary industry experience to orchestrate these resource combinations effectively. Using a unique multi-source, time-lagged dataset of 122 Swiss technology ventures from four industries, we find support for our theoretical model and discuss its implications for research at the intersection of business models, competitive imitation, and resource orchestration.
| Original language | English |
|---|---|
| Article number | 101872 |
| Pages (from-to) | 1-16 |
| Number of pages | 16 |
| Journal | Long Range Planning |
| Volume | 53 |
| Issue number | 4 |
| Early online date | 23 Feb 2019 |
| DOIs | |
| Publication status | Published - Aug 2020 |
Funding
We gratefully acknowledge the constructive comments of Charles Baden-Fuller, Ramon Casadesus-Masanell, Linus Dahlander, Oliver Gassmann, Marc Gruber, Stefan Haefliger, Thomas Maximilian Klueter, Costas Markides, Joan Ricart, and Christoph Zott on earlier versions of this manuscript. This paper has also been presented at the 2015 SMS conference, at a research workshop at the IESE Business School in Barcelona in 2016, and at the 2017 EURAM conference. We thank the participants of all three meetings for their constructive feedback. We also thank the owners of the Venture database for providing us access to the database.
Keywords
- Business model innovation
- Competitive imitation
- New venture growth
- Resource orchestration theory
