How Double‐Loop Learning Powers Business Model Innovation in Digital Startups: Mapping Enablers Across Core Dimensions

Sana Saidi, Simona Grama-Vigouroux, Mohamed Sellami (), Nizar Ghamgui and Mojtaba Rezaei
Additional contact information
Sana Saidi: Groupe ESC Troyes en Champagne
Simona Grama-Vigouroux: Groupe ESC Troyes en Champagne
Mohamed Sellami: ACMES-SAMOVAR - Architecture, Cloud continuum, formal Models, artificial intElligence and Services in distributed computing - SAMOVAR - Services répartis, Architectures, MOdélisation, Validation, Administration des Réseaux - IMT - Institut Mines-Télécom [Paris] - TSP - Télécom SudParis - IP Paris - Institut Polytechnique de Paris, IP Paris - Institut Polytechnique de Paris, TSP - Télécom SudParis - IP Paris - Institut Polytechnique de Paris, TSP - INF - Département Informatique - IMT - Institut Mines-Télécom [Paris] - TSP - Télécom SudParis - IP Paris - Institut Polytechnique de Paris
Nizar Ghamgui: Métis Lab EM Normandie - EM Normandie - École de Management de Normandie = EM Normandie Business School
Mojtaba Rezaei: Unicatt - Università cattolica del Sacro Cuore = Catholic University of the Sacred Heart [Roma]

Post-Print from HAL

Abstract: Little is known about the enablers of Business Model Innovation (BMI) and their impact on value creation, delivery, and capture in digital startups (DSs). This study examines these enablers through the lens of organizational learning, demonstrating that double‐loop learning is the key mechanism through which DSs reframe underlying assumptions to achieve sustained BM transformation. We integrate two existing frameworks into a unified model consisting of three categories of enablers (i.e., dynamic capabilities, paradoxical management strategies, and methodologies) that are subdivided into eight primary BMI enablers. We apply this framework deductively by conducting 22 in‐depth interviews with founders of 20 DSs. The findings reveal how BMI unfolds in practice, highlighting the dominant role of sensing capabilities, exploration/exploitation strategies, and Lean Startup methodology in shaping value creation and capture. Theoretically, this study contributes to the extant literature on BMI and organizational learning literature by demonstrating how specific enablers activate double‐loop learning processes to drive strategic renewal across value creation, delivery, and capture. In practice, this study provides a roadmap for startups, policymakers, and ecosystem actors to mobilize specific enablers aligned with the targeted BMI dimension, enhancing strategic agility and resilience.

Keywords: Business model innovation; Digital startups; Double-loop learning; Dynamic capabilities; Methodologies; Organizational learning; Paradoxical management strategies (search for similar items in EconPapers)
Date: 2025-06-01
References: Add references at CitEc
Citations:

Published in Strategic Change, 2025, ⟨10.1002/jsc.2677⟩

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-05123402

DOI: 10.1002/jsc.2677

Access Statistics for this paper

More papers in Post-Print from HAL
Bibliographic data for series maintained by CCSD ().