Learning while (re-)configuring: business model innovation processes in established firms

J.J. Berends, A. Smits, I.M.M.J. Reymen, K.S. Podoynitsyna

Research output: Contribution to JournalArticleAcademicpeer-review

Abstract

This study addresses the question of how established organizations develop new business models over time, using a process research approach to trace how four business model innovation trajectories unfold. With organizational learning as analytical lens, we discern two process patterns: “drifting” starts with an emphasis on experiential learning and shifts later to cognitive search; “leaping,” in contrast, starts with an emphasis on cognitive search and shifts later to experiential learning. Both drifting and leaping can result in radical business model innovations, while their occurrence depends on whether a new business model takes off from an existing model and when it goes into operation. We discuss the implications of these findings for theory on business models and organizational learning.
Original languageEnglish
Pages (from-to)181-219
JournalStrategic Organization
Volume14
Issue number3
DOIs
Publication statusPublished - 2016

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innovation
firm
learning
learning organization
model learning
research approach
Business model innovation
Innovation process
Business model
Organizational learning
New business
Experiential learning
Process research
Trajectory

Cite this

Berends, J.J. ; Smits, A. ; Reymen, I.M.M.J. ; Podoynitsyna, K.S. / Learning while (re-)configuring: business model innovation processes in established firms. In: Strategic Organization. 2016 ; Vol. 14, No. 3. pp. 181-219.
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Learning while (re-)configuring: business model innovation processes in established firms. / Berends, J.J.; Smits, A.; Reymen, I.M.M.J.; Podoynitsyna, K.S.

In: Strategic Organization, Vol. 14, No. 3, 2016, p. 181-219.

Research output: Contribution to JournalArticleAcademicpeer-review

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