DESIGNING BUSINESS MODEL CHANGE

Sérgio André Cavalcante ()
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Sérgio André Cavalcante: Aarhus University, Business and Social Sciences, Centre for Organizational Renewal and Evolution, (CORE), Haslegaardsvej, 10, 8210 Aarhus V, Denmark

International Journal of Innovation Management (ijim), 2014, vol. 18, issue 02, 1-22

Abstract: The aim of this paper is to base organisational change on the firm's business model, an approach that research has only recently start to address. This study adopts a process-based perspective on business models and insights from a variety of theories as the basis for the development of ideas on the design of business model change. This paper offers a new, process-based strategic analytical artefact for the design of business model change, consisting of three main phases. Designing business model change as suggested in this paper allows ex ante analysis of alternative scenarios of change in a structured and comprehensive way. Such a tool is useful for obtaining an overall view of the working logic of the firm and to facilitate innovation through change. The main contribution of this paper is to transform management theories into an instrument that can be helpful for companies to develop their capacity to change in a more focused and structured way.

Keywords: Business model change; design; artefact; processes; innovation (search for similar items in EconPapers)
Date: 2014
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Citations: View citations in EconPapers (13)

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DOI: 10.1142/S1363919614500182

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