Session 133

Strategic renewal & business model innovation

Track B

Date: Monday, October 5, 2015


Time: 11:15 – 12:30


Room: Governor's Square 15

Session Chair:

  • Birgit Daxboeck, University of Erfurt

Title: Business Model Innovation as Consequence of Strategic Renewal: Insights from Carsharing Industry


  • Birgit Daxboeck, University of Erfurt
  • Sven M. Laudien, University of Erfurt

Abstract: Business model innovation gains increasing attention by researchers who argue that innovating a firm’s business model is a cost-efficient approach for firms to remain competitive. In this paper, we analyze how new strategies emerge and how they are realized through business model innovation by examining longitudinal case data of six carsharing providers. We employ a process-perspective to gain insights into firm-level influence factors that enable strategic renewal and the subsequent business model innovation. Additionally, our findings show how strategic activities of the different market players interfere with each other and how this interplay affects the strategic renewal of our case firms. As we highlight the strategy renewal-business model innovation interface we contribute to strategy process literature and to business model innovation research.

Title: Patterns in the Concept of Strategy: Renewals, Revisions, Reinforcements and Reversals


  • Laurent Mirabeau, University of Ottawa
  • Abhijit Ghosh, Concordia College

Abstract: This study proposes to develop a more robust understanding of how strategy is conceptualized. Utilizing Burgelman’s definition for the concept of strategy, we track patterns in the set of established categories for defining opportunities. Finding common ground between Porter’s strategy as a system of activities and Mintzberg’s strategy as a pattern unfolding over time, we provide a novel typology for patterns in the concept of strategy. We identify four distinct patterns: renewals are self-replicating categories that extend in time; revisions occur as new categories appear or disappear providing strategic change; reinforcements are multiple categories combining to move the organization in a constant direction, and; reversals are patterns in multiple categories that occur as a result of a strategy trade-off.

Title: The Biasing Effect of Status and the Dynamics of Status Hierarchy in Bottom-Up Strategy Formulation


  • Balazs Szatmari, University of Amsterdam
  • Dirk Deichmann, Erasmus University-Rotterdam

Abstract: This study presents a comprehensive theory on the biasing effect of status in the implementation of strategic initiatives in the form of innovation projects. We propose that project leader status leads to bias in the decision-making process which increases both the likelihood of implementing a successful and a failed strategic initiative. Furthermore, we suggest that these mediated relationships are modified by a number of contingencies. We also offer important insights with respect to the dynamics of status hierarchies (i.e., the rank order of social actors) in bottom-up strategy formulation. We propose that the relationship between previous performance and project leader status is contingent upon status itself. Important implications of this study for theory and practice are discussed.

Title: Toward Strategies for Capturing Latent Value in Ecosystems


  • Jeffrey Pittaway, Imperial College London
  • Erkko Autio, Imperial College London

Abstract: Whereas the locus of value creation is shifting from suppliers to customers in technology platform ecosystems, business model innovation theories do not reflect this shift. Consequently, managers adopting the normative recommendations of that literature have underestimated customers’ entailments in value co-creation, which has led to market failures for strategic moves into technology platforms. The purpose of this research proposal is to address three unresolved open questions (1) What are customers’ entailments and risks in realizing value-in-use from technology platforms? (2) What is the latent economic value of those risks? (3) What are the strategic options for suppliers to reconfigure the business model to capture that latent value? To that end we advance an extended theoretical model and three propositions for systematic empirical research.

All Sessions in Track B...

Mon: 11:15 – 12:30
Session 133: Strategic renewal & business model innovation
Mon: 16:45 – 18:00
Session 134: Leading change implementation processes
Tue: 08:00 – 09:15
Session 135: Micro-processes for developing dynamic capabilities
Session 212: Initiative Generation, Opportunity Sensing, Decision and Change Processes: The Role of Context and Cognition
Tue: 17:30 – 18:45
Session 165: Strategic Change: The Role of Cognition and Affect/Emotions

Strategic Management Society