Recherche-action pour apprécier l'utilité du concept de Business Model pour les jeunes dirigeants d'entreprise du bâtiment
Thierry Verstraete,
Estèle Jouison-Laffitte,
Florence Krémer,
Martine Hlady Rispal,
Jérôme Boncler,
Thomas Boucher,
François Bousquet,
Jean Dondi,
Alain Meiar,
Christophe Papin and
Fabrice Scipion
Revue de l'Entrepreneuriat, 2012, vol. 11, issue 4, 67-94
Abstract:
The concept of the Business Model (subsequently referred to as the BM) appeared with the arrival of Internet start-ups. The 11-person strong research team working on this project used a theorization of the BM that was likewise developed in the context of business creation. This article assesses the theory?s relevance to established businesses. The work focuses on companies that at first sight display entrepreneurial potential, particularly in terms of their development. Access to the construction company environment has been made possible through the participation of the Fédération Française du Bâtiment de Gironde (FFBG) with the funding of a Chair. Thanks to this partnership, the research team has been able to explore the possibility of deploying its theorization of the BM ? and the tools resulting from it ? with existing companies in an established sector and, more precisely, in business activities that can be considered traditional. While from the researchers? point of view, the work provided an opportunity to broaden the context of their previous work (relating to business creation); for the FFBG the aim was to provide young managers with an opportunity to reflect on their company?s potential. According to the FFBG, one of the problems lies in the size of companies, which are considered too small, and need to be helped to grow. The key issue for the researchers and the construction sector was whether or not the usefulness of the BM was understood by young business leaders in the construction sector, and whether or not they recognized the value of implementing it. This text reconstitutes a program that mobilized a team of 11 researchers working on five sample cases. Whilst many texts on the BM dispense with the empirical phase, for this one an action-research was deployed during the period July 2009-January 2011. This article is a revised version of the paper presented at the 2011 Conference of the Académie de l?Entrepreneuriat et de l?Innovation (Verstraete et al., 2011).
Keywords: Business Model; action research; entrepreneurship (search for similar items in EconPapers)
Date: 2012
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