Managing business model innovation in a changing environment: the case of SMEs in the pharmaceutical sector

Didier Chabanet (), Guillaume Do Vale and Xavier Weppe ()
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Didier Chabanet: TRIANGLE - Triangle : action, discours, pensée politique et économique - ENS de Lyon - École normale supérieure de Lyon - Université de Lyon - UL2 - Université Lumière - Lyon 2 - IEP Lyon - Sciences Po Lyon - Institut d'études politiques de Lyon - Université de Lyon - UJM - Université Jean Monnet - Saint-Étienne - CNRS - Centre National de la Recherche Scientifique
Guillaume Do Vale: IDRAC Business school Lyon - Institut pour le Développement et la Recherche d'Action Commerciale - Université de Lyon
Xavier Weppe: Université de Lille, LUMEN - Lille University Management Lab - ULR 4999 - Université de Lille

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Abstract: This paper seeks to understand how owner-managers' perceptions of environmental changes led them to adapt their business model (BM). Drawing on 43 interviews with independent pharmacist in Belgium (19) and Italy (24), we demonstrate how some owner-managers focus on their macro-environment leading them to consider environmental changes as a threat. They feel they are unable to adapt their BM or only provide minor adaptation. However, some owner-managers focus both on their micro and macro-environment, sometimes beyond the traditional pharmacy sector, to identify opportunities. They then extricate themselves from the constraints perceived in the environment to proceed with significant BM innovation by building a specific ecosystem.

Date: 2024
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Published in Management international = International management = Gestión internacional, 2024, 28 (1), pp.37-51. ⟨10.59876/a-3x4a-mzgx⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04431352

DOI: 10.59876/a-3x4a-mzgx

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