From One Context to Another: How Business Models Emerge

From One Context to Another: How Business Models Emerge

In this paper, we expose how managers within one industry leverage interorganizational collaborations to create a new business model. Based on an inductive case study of an automotive GPS navigation company, we develop an emergent theory of how organizations use interorganizational collaborations t...

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Main Author: Carlos M. DaSilva
Format: Article
Language:English
Published: Aalborg University Press 2021-03-01
Series:Journal of Business Models
Online Access:https://journals.aau.dk/index.php/JOBM/article/view/3691
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spelling doaj-3a618d7a0f434cc38386f45dc3b010e42021-03-31T13:22:21ZengAalborg University PressJournal of Business Models2246-24652021-03-019110.5278/jbm.v9i1.3691From One Context to Another: How Business Models EmergeCarlos M. DaSilva0HEG School of Management Fribourg / HES-SO // University of Applied Sciences Western Switzerland In this paper, we expose how managers within one industry leverage interorganizational collaborations to create a new business model. Based on an inductive case study of an automotive GPS navigation company, we develop an emergent theory of how organizations use interorganizational collaborations to develop new business models. Our preliminary findings suggest that organizations enact 3 practices: activation (clash between familiar and unfamiliar knowledge), blending (socially constructed projection of the future), and calibration (alignment of interests among partners). These practices enabled the co-creation of a pioneering business model involving four distinct but highly complementary partners. This study provides preliminary insights on a theory of business model innovation via interorganizational collaboration. More broadly, we help open up organization theory to a fresh conceptual lens—the business model—that highlights how organizations work and create value through collaboration. https://journals.aau.dk/index.php/JOBM/article/view/3691
collection DOAJ
language English
format Article
sources DOAJ
author Carlos M. DaSilva
spellingShingle Carlos M. DaSilva
From One Context to Another: How Business Models Emerge
Journal of Business Models
author_facet Carlos M. DaSilva
author_sort Carlos M. DaSilva
title From One Context to Another: How Business Models Emerge
title_short From One Context to Another: How Business Models Emerge
title_full From One Context to Another: How Business Models Emerge
title_fullStr From One Context to Another: How Business Models Emerge
title_full_unstemmed From One Context to Another: How Business Models Emerge
title_sort from one context to another: how business models emerge
publisher Aalborg University Press
series Journal of Business Models
issn 2246-2465
publishDate 2021-03-01
description In this paper, we expose how managers within one industry leverage interorganizational collaborations to create a new business model. Based on an inductive case study of an automotive GPS navigation company, we develop an emergent theory of how organizations use interorganizational collaborations to develop new business models. Our preliminary findings suggest that organizations enact 3 practices: activation (clash between familiar and unfamiliar knowledge), blending (socially constructed projection of the future), and calibration (alignment of interests among partners). These practices enabled the co-creation of a pioneering business model involving four distinct but highly complementary partners. This study provides preliminary insights on a theory of business model innovation via interorganizational collaboration. More broadly, we help open up organization theory to a fresh conceptual lens—the business model—that highlights how organizations work and create value through collaboration.
url https://journals.aau.dk/index.php/JOBM/article/view/3691
work_keys_str_mv AT carlosmdasilva fromonecontexttoanotherhowbusinessmodelsemerge
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