Organizational dynamism and adaptive business model innovation: The triple paradox configuration

Francesca Ricciardi, Alessandro Zardini and Cecilia Rossignoli

Journal of Business Research, 2016, vol. 69, issue 11, 5487-5493

Abstract: Firm performance in turbulent business environments strongly depends on the adaptive (re)generation of the firm's business model. However, studies on the enablers of business model innovation are sparse. This study leverages the literature on dynamic capabilities, on organizational ambidexterity/vacillation, and Lewis's view of organizational paradoxes to build an integrated model of organizational dynamism that includes seven dimensions: three pairs of paradoxical constructs (cooperation–competition, exploration–exploitation, and conformity–agency) and dynamic capabilities. The study posits that these seven dimensions of organizational dynamism describe the key enablers of adaptive business model innovation (ABMI). The results of applying a fuzzy set qualitative comparative analysis (fsQCA) to 35 selected cases confirm that the paradoxical dimensions of organizational dynamism, although logically opposed, strongly intertwine in enabling the adaptive (re)generation of a firm's business model. Further, this article highlights fsQCA's suitability to test models that include paradoxical constructs.

Keywords: Adaptive organizational learning; Ambidexterity; Coopetition; Dual tuning; Embedded agency; Organizational vacillation; Paradoxical management (search for similar items in EconPapers)
Date: 2016
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (37)

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Persistent link: https://EconPapers.repec.org/RePEc:eee:jbrese:v:69:y:2016:i:11:p:5487-5493

DOI: 10.1016/j.jbusres.2016.04.154

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