Résultat de la recherche
Business Models for Sustainable Technology: Strategic Re-Framing and Business Model Schema Change in Internal Corporate Venturing
Established firms often develop new businesses through internal corporate venturing (ICV), for instance, to capture value from novel sustainable technologies. We illuminate the early definition stage of ICV’s by asking: When and how business model schemas—that is, managerial understandings of how value is created and captured—change in ICV? We conduct a qualitative, embedded case study of the change in a business model schema for e-mobility in a Swiss utility’s ICV. We uncover a key trigger: strategic re-framing—the active re-formulation of the definition of a given situation within ICV–top manager interactions. The strategic re-framing’s specificity level provokes either schema restrictions or expansions via the distinct accommodation practices it induces. Our theoretical model of business model schema change contributes to the literatures on managerial cognition, business models, and ICV, suggesting that business model schema change in ICV is a semi-autonomous process that involves both independent and joint endeavors.
Hybrid business models in the sharing economy: The role of business model design for managing the environmental paradox
With the primary emphasis on the tensions that platform organizations face between both for-profit and environmental value-creation goals, we know very little about the managerial drivers and mechanisms through which they realize multiple goals. Based on a qualitative, inductive case study of a UK-based digital platform's business model, we uncover the role of business model design. We find that the emphasis managers put on either the redistribution or the accessibility design theme shapes the environmental and financial value-creation, respectively and that a hybrid business model (i.e., realizing both for-profit and for-purpose value-creation) hinges on their integration. Two managerial drivers—strategic synergies and dynamic coupling—enable platform organizations to increase integration. We contribute to the literatures on hybrid business models, paradox, and business models for sustainability, suggesting that digital platforms not only create, but can actively manage the environmental paradox by integrating multiple design themes within hybrid business models.