STRATEGIC ACCORD AND TENSION FOR BUSINESS MODEL INNOVATION: EXAMINING DIFFERENT TACIT KNOWLEDGE TYPES AND OPEN ACTION STRATEGIES

Taewon Suh, Omar J. Khan, Benedikt Schnellbächer and Sven Heidenreich
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Taewon Suh: McCoy College of Business, Texas State University, USA
Omar J. Khan: Morgan State University, USA
Benedikt Schnellbächer: Saarland University, Germany
Sven Heidenreich: Saarland University, Germany

International Journal of Innovation Management (ijim), 2019, vol. 24, issue 04, 1-29

Abstract: Both academics and practitioners are underlining the relevance of business model innovation in unlocking lasting, competitive advantages. To understand how business model innovation is achieved in the team level and which contingency factors drive or inhibit the process, this study scrutinizes the strategic accord and tension of analogous and opposing action strategies, as potential contingency factors controlling and balancing the effects of external and internal tacit knowledge on business model innovation. Using a research sample of 162 team projects, our empirical study supported the research hypotheses regarding how tacit knowledge fuels business model innovation, highlighting differed moderating roles of three open action strategies (team autonomy, team creativity, and team diversity) on the relationship between two transferred knowledge types and business model innovation of technology-intensive companies. This study shed light on how team management strategies, namely manifestations of open action strategies, moderate the effectiveness of tacit knowledge on business model innovation.

Keywords: Business model innovation; knowledge management; organizational paradox; business models; team; tacit knowledge (search for similar items in EconPapers)
Date: 2019
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Citations: View citations in EconPapers (1)

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DOI: 10.1142/S1363919620500395

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