National Culture and Business Model Change — A Framework for Successful Expansions

Jacob Dalby (), Rainer Lueg, Lea Stenskov Nielsen (), Louise Pedersen () and Andreea Catalina Tomoni ()
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Jacob Dalby: Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark
Lea Stenskov Nielsen: Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark
Louise Pedersen: Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark
Andreea Catalina Tomoni: Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark

Journal of Enterprising Culture (JEC), 2014, vol. 22, issue 04, 463-483

Abstract: This paper proposes a conceptual framework to analyse how a company's business model needs to be adjusted if it is expanded into another cultural context. For this, we use the example of changes in the business model of a Danish IT-company opening a new office in the U.S. Using a single case study, we integrate the concepts of business models (Osterwalder and Pigneur, 2005) and national culture (Hofstede, 1980). Our findings explain why and how adjustments in the business model are necessary regarding the company's communication, team composition, and customer involvement in projects. As to implications, we construct a matrix combining business models and national culture that other multinational companies can use to achieve better understanding of their business model in different national contexts.

Keywords: Business model; national culture; change; cultural differences (search for similar items in EconPapers)
Date: 2014
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (5)

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DOI: 10.1142/S0218495814500198

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