Student or educator? Sign up with your school email and get 6 months of Pro free.
CoChat
Sign Up
Cited by 533

The DOI matches its Crossref record; 3 of the 3 references it cites were found in a registry or an index.

Business model dynamics and innovation: (re)establishing the missing linkages

Open access
Cavalcante, Sérgio, Kesting, Peter, Ulhøi, John·2011·Management Decision
DOI 10.1108/00251741111163142
Open this paper in CoChat — free account

Abstract

Purpose: This paper aims to discuss the need to dynamize the existing conceptualization of business model, and proposes a new typology to distinguish different types of business model change. Design/methodology/approach: The paper integrates basic insights of innovation, business process and routine research into the concept of business model. The main focus of the paper is on strategic and terminological issues. Findings: The paper offers a new, process‐based conceptualization of business model, which recognizes and integrates the role of individual agency. Based on this, it distinguishes and specifies four different types of business model change: business model creation, extension, revision, and termination. Each type of business model change is associated with specific challenges. Practical implications: The proposed typology can serve as a basis for developing a management tool to evaluate the impact of specific changes to a firm's business model. Such a tool would be particularly useful in identifying path dependencies and resistance at the process level, and would therefore allow a firm's management to take focused action on this in advance. Originality/value: The paper makes two main contributions: first, it offers a new, process‐based conceptualization of business models; second, it is the first paper to establish a direct link between business model change and the degree of innovation (such as “incremental” vs “radical”), and which distinguishes and specifies different types of business model change.

Overview

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Integrity signals

Registry

Crossref · 10.1108/00251741111163142

Cites

3 of 3 references verified0 citation errors · 0 not checkable

Statistics

Verification

Claims the paper makes

The claims and statistics of this paper haven’t been checked yet.

Run the check — free, no account needed. It reads the open-access text and checks the sources it cites.

A few free checks a day · papers already verified open instantly · results are public

Self-check

Percentages, sums and reported differences re-computed from the paper’s own numbers.

The self-check needs the paper’s full text.

Citations

Cites

Show all 3 references

Research works printed but not linked: 65

  1. Andersson, B., Bider, I., Johannesson, P. and Perjons, E. (2005), “Towards a formal definition of goal‐oriented business process patterns”, Business Process Management Journal, Vol. 11 No. 6, pp. 650‐5. · doi:10.1108/14637150510630846
  2. Andries, P. and Debackere, K. (2006), “Adaptation in new technology‐based ventures: insights at the company level”, International Journal of Management Reviews, Vol. 8 No. 2, pp. 91‐112. · DOI
  3. Augier, M. and March, J.G. (2008), “A retrospective look at a behavioral theory of the firm”, Journal of Economic Behavior & Organization, Vol. 66 No. 1, pp. 1‐6. · DOI
  4. Baron, J.N. and Hannan, M.T. (2002), “Organizational blueprints for success in high‐tech start‐ups: lessons from the Stanford project on emerging companies”, California Management Review, Vol. 44 No. 3, pp. 8‐36. · DOI · Paper page
  5. Bresnen, M., Goussevskaia, A. and Swan, J. (2005), “Organizational routines, situated learning and processes of change in project‐based organizations”, Project Management Journal, Vol. 36 No. 3, pp. 27‐41. · DOI
  6. Caldwell, R. (2003), “Models of change agency: a fourfold classification”, British Journal of Management, Vol. 14 No. 2, pp. 131‐42. · DOI · Paper page
  7. Caverlee, J., Bae, J., Wu, Q., Liu, L., Pu, C. and Rouse, W.B. (2007), “Workflow management for enterprise transformation”, Information Knowledge Systems Management, Vol. 6 Nos 1‐2, pp. 61‐81.
  8. Charitou, C.D. and Markides, C.C. (2003), “Responses to disruptive strategic innovation”, MIT Sloan Management Review, Vol. 44 No. 2, pp. 55‐63.
  9. Chen, J. and Ching, R.K.H. (2002), “A proposed framework for transitioning to an e‐business model”, Quarterly Journal of Electronic Commerce, Vol. 3 No. 4, pp. 375‐90.
  10. Chesbrough, H. and Rosenbloom, R.S. (2002), “The role of the business model in capturing value from innovation: evidence from Xerox Corporation's technology spin‐off companies”, Industrial and Corporate Change, Vol. 11 No. 3, pp. 529‐55. · DOI · Paper page
  11. Cyert, R.M. and March, J.G. (1963), A Behavioral Theory of the Firm, Blackwell Publishers, Oxford.
  12. Davenport, T.H. and Stoddard, D.B. (1994), “Reengineering: business change of mythic proportions?”, MIS Quarterly, Vol. 18 No. 2, pp. 121‐7. · DOI · Paper page
  13. Davidson, P. and Klofsten, M. (2003), “The business platform: developing an instrument to gauge and to assist the development of young firms”, Journal of Small Business Management, Vol. 41 No. 1, pp. 1‐26. · DOI
  14. Demil, B. and Lecocq, X. (2010), “Business model evolution: in search of dynamic consistency”, Long Range Planning, Vol. 43 Nos 2‐3, pp. 227‐46. · DOI · Paper page
  15. Doganova, L. and Eyquem‐Renault, M. (2009), “What do business models do? Innovation devices in technology entrepreneurship”, Research Policy, Vol. 38 No. 10, pp. 1559‐70. · DOI · Paper page
  16. Driel, H.V. and Dolfsma, W. (2009), “Path dependence, initial conditions, and routines in organizations: the Toyota production system re‐examined”, Journal of Organizational Change Management, Vol. 22 No. 1, pp. 49‐72. · DOI
  17. Eisenhardt, K.M. and Bourgeois, L.J. (1988), “Politics of strategic decision making in high‐velocity environments: toward a midrange theory”, Academy of Management Journal, Vol. 31 No. 4, pp. 737‐70. · doi:10.5465/256337 · Paper page
  18. Eisenhardt, K.M. and Martin, J.A. (2000), “Dynamic capabilities: what are they?”, Strategic Management Journal, Vol. 21 Nos 10‐11, pp. 1105‐21. · doi:10.1002/1097-0266(200010/11)21:10/11<1105::aid-smj133>3.0.co;2-e
  19. Eriksson, C.I., Kalling, T., Åkesson, M. and Fredberg, T. (2008), “Business models for m‐services: exploring the e‐newspaper case from a consumer view”, Journal of Electronic Commerce in Organizations, Vol. 6 No. 2, pp. 29‐57. · DOI
  20. Feldman, M.S. (2000), “Organizational routines as a source of continuous change”, Organization Science, Vol. 11 No. 6, pp. 611‐29. · DOI · Paper page
  21. Feldman, M.S. (2003), “A performative perspective on stability and change in organizational routines”, Industrial and Corporate Change, Vol. 12 No. 4, pp. 727‐52. · DOI · Paper page
  22. Ghaziani, A. and Ventresca, M.J. (2005), “Keywords and cultural change: frame analysis of Business Model Public Talk – 1975‐2000”, Sociological Forum, Vol. 20 No. 4, pp. 523‐59. · DOI · Paper page
  23. Halme, M., Anttonen, M., Kuisma, M., Kontoniemi, N. and Heino, E. (2007), “Business models for material efficiency services: conceptualization and application”, Ecological Economics, Vol. 63 No. 1, pp. 126‐37. · DOI
  24. Hammer, M. (1990), “Reengineering work: don't automate, obliterate”, Harvard Business Review, Vol. 68 No. 4, pp. 104‐12.
  25. Hannan, M.T. and Freeman, J. (1984), “Structural inertia and organizational change”, American Sociological Review, Vol. 49 No. 2, pp. 149‐64. · DOI · Paper page
  26. Harper, D.A. (1996), Entrepreneurship and the Market Process. An Enquiry into the Growth of Knowledge, Routledge, London and New York, NY.
  27. Howell, J.M., Shea, C.M. and Higgins, C.A. (2005), “Champions of product innovations: defining, developing, and validating a measure of champion behaviour”, Journal of Business Venturing, Vol. 20 No. 5, pp. 641‐61. · DOI · Paper page
  28. Hwang, J. and Christensen, C.M. (2008), “Disruptive innovation in health care delivery: a framework for business model innovation”, Health Affairs, Vol. 27 No. 5, pp. 1329‐35. · DOI · Paper page
  29. Isabella, L.A. (1990), “Evolving interpretations as a change unfolds: how managers construe key organizational events”, Academy of Management Journal, Vol. 33 No. 1, pp. 7‐41. · doi:10.5465/256350 · Paper page
  30. Johnson, M.W., Christensen, C.M. and Kagermann, H. (2008), “Reinventing your business model”, Harvard Business Review, Vol. 86 No. 12, pp. 50‐9.
  31. Jørgensen, F. and Ulhøi, J.P. (2010), “Entrepreneurial emergence in the field of m‐commerce: a generic business model reconceptualization”, Journal of E‐business, Vol. IX Nos 1/2, pp. 11‐15.
  32. Kelly, D. and Amburgey, T.L. (1991), “Organizational inertia and momentum: a dynamic model of strategic change”, Academy of Management Journal, Vol. 34 No. 3, pp. 591‐612. · DOI
  33. Kirzner, I.M. (1997), “Entrepreneurial discovery and the competitive market process: an Austrian approach”, Journal of Economic Literature, Vol. 35 No. 1, pp. 60‐85.
  34. Kirzner, I.M. (1999), “Creativity and/or alertness: a reconsideration of the Schumpeterian entrepreneur”, The Review of Austrian Economics, Vol. 11 Nos 1‐2, pp. 5‐17.
  35. Kotter, J.P. (1995), “Leading change: why transformation efforts fail”, Harvard Business Review, Vol. 73 No. 2, pp. 59‐67.
  36. Linder, J.C. and Cantrell, S. (2002), “It's all in the mind(set)”, Across the Board, Vol. 39 No. 3, pp. 38‐42.
  37. McDermott, C.M. and O'Connor, G.C. (2002), “Managing radical innovation: an overview of emergent strategic issues”, The Journal of Product Innovation Management, Vol. 19 No. 6, pp. 424‐38. · DOI · Paper page
  38. Macher, J.T. and Richman, B.D. (2004), “Organisational responses to discontinuous innovation: a case study approach”, International Journal of Innovation Management, Vol. 8 No. 1, pp. 87‐115. · DOI
  39. MacInnes, I., Moneta, J., Caraballo, J. and Sarni, D. (2002), “Business models for mobile content: the case of m‐games”, Electronic Markets, Vol. 12 No. 4, pp. 218‐27. · doi:10.1080/101967802762553477
  40. Mahadevan, B. (2000), “Business models for internet‐based e‐commerce: an anatomy”, California Management Review, Vol. 42 No. 4, pp. 55‐69. · DOI · Paper page
  41. Mangematin, V., Lemarié, S., Boissin, J., Catherine, D., Corolleur, F., Coronini, R. and Trommetter, M. (2003), “Development of SMEs and heterogeneity of trajectories: the case of biotechnology in France”, Research Policy, Vol. 32 No. 4, pp. 621‐38. · DOI · Paper page
  42. March, J.G. (1981), “Footnotes to organizational change”, Administrative Science Quarterly, Vol. 26 No. 4, pp. 563‐78. · DOI · Paper page
  43. Markides, C. (1997), “Strategic innovation”, Sloan Management Review, Vol. 38 No. 3, pp. 9‐23.
  44. Mets, T. (2009), “Creating global business model for knowledge‐intensive SMES: the small transition country cases”, Economics & Management, Vol. 14, pp. 466‐75.
  45. Miles, R.E., Miles, G. and Snow, C.C. (2006), “Collaborative entrepreneurship: a business model for continuous innovation”, Organizational Dynamics, Vol. 35 No. 1, pp. 1‐11. · DOI · Paper page
  46. Miles, R.E., Snow, C.C., Fjeldstad, Ø.D., Miles, G. and Lettl, C. (2010), “Designing organizations to meet 21st‐century opportunities and challenges”, Organizational Dynamics, Vol. 39 No. 2, pp. 93‐103. · DOI
  47. Mitchell, D.W. and Coles, C.B. (2004), “Establishing a continuing business model innovation process”, The Journal of Business Strategy, Vol. 25 No. 3, pp. 39‐49. · DOI
  48. Morris, M., Schindehutte, M. and Allen, J. (2005), “The entrepreneur's business model: toward a unified perspective”, Journal of Business Research, Vol. 58 No. 6, pp. 726‐35. · DOI · Paper page
  49. Morris, M., Schindehutte, M., Richardson, J. and Allen, J. (2006), “Is the business model a useful strategic concept? Conceptual, theoretical, and empirical insights”, Journal of Small Business Strategy, Vol. 17 No. 1, pp. 27‐50.
  50. Müller, S., Neergaard, H. and Ulhøi, J.P. (2010), “Change point analysis and assessment approach: an extended methodology”, International Journal of Technology Management (forthcoming).
  51. Nelson, R.R. and Winter, S.G. (1982), An Evolutionary Theory of Economic Change, Belknap Press, Cambridge.
  52. Osterwalder, A., Pigneur, Y. and Tucci, C.L. (2005), “Clarifying business models: origins, present, and future of the concept”, Communications of AIS, Vol. 2005 No. 16, pp. 1‐25. · DOI · Paper page
  53. Paulson, R.D. (1982), “The chief executive as change agent”, Management Review, Vol. 71 No. 2, pp. 25‐31.
  54. Prahalad, C.K. (2004), “The blinders of dominant logic”, Long Range Planning, Vol. 37 No. 2, pp. 171‐9. · DOI · Paper page
  55. Smith, D.J. (2007), “The politics of innovation: why innovations need a godfather”, Technovation, Vol. 27 No. 3, pp. 95‐104. · DOI
  56. Sosna, M., Trevinyo‐Rodriguez, R. and Velamuri, S.R. (2010), “Business model innovation through trial‐and‐error learning”, Long Range Planning, Vol. 43 Nos 2‐3, pp. 383‐407. · DOI · Paper page
  57. Swift, P.E. and Hwang, A. (2008), “Learning, dynamic capabilities and operating routines: a consumer package goods company”, Learning Organization, Vol. 15 No. 1, pp. 75‐96. · DOI
  58. Sydow, J., Schreyögg, G. and Koch, J. (2009), “Organizational path dependence: opening the black box”, Academy of Management Review, Vol. 34 No. 4, pp. 689‐709. · DOI · Paper page
  59. Teece, D.J. (2010), “Business models, business strategy and innovation”, Long Range Planning, Vol. 43, pp. 172‐94. · DOI · Paper page
  60. Teece, D.J., Pisano, G. and Shuen, A. (1997), “Dynamic capabilities and strategic management”, Strategic Management Journal, Vol. 18 No. 7, pp. 509‐33. · DOI · Paper page
  61. Tikkanen, H., Lamberg, J., Parvinen, P. and Kallunki, J. (2005), “Managerial cognition, action and the business model of the firm”, Management Decision, Vol. 43 No. 6, pp. 789‐809. · DOI · Paper page
  62. Tripsas, M. and Gavetti, G. (2000), “Capabilities, cognition, and inertia: evidence from digital imaging”, Strategic Management Journal, Vol. 21 Nos 10/11, pp. 1147‐61. · doi:10.1002/1097-0266(200010/11)21:10/11<1147::aid-smj128>3.0.co;2-r
  63. Yu, T.F. (2001), “Entrepreneurial alertness and discovery”, The Review of Austrian Economics, Vol. 14 No. 1, pp. 47‐63. · DOI · Paper page
  64. Zott, C. and Amit, R. (2010), “Business model design: an activity system perspective”, Long Range Planning, Vol. 43 Nos 2‐3, pp. 216‐26. · DOI · Paper page
  65. Kesting, P. and Ulhøi, J.P. (2010), “Employee‐driven innovation: extending the license to foster innovation”, Management Decision, Vol. 48 No. 1, pp. 65‐84. · DOI · Paper page

Cited by

See all 533

Metadata

Authors
Cavalcante, S., Kesting, P., & Ulhøi, J.
Venue
Management Decision
Publisher
Emerald
Published
2011-09-06
Volume
49
Issue
8
Pages
1327-1342
ISSN
0025-1747 (ISSN-L)
DOI
10.1108/00251741111163142
OpenAlex
W1988051832
Cited by
533
References
3
FWCI
104.99
Type
journal article
Language
en
Open access
green
Licence
www.emerald.com/insight/site-policies (tdm)

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

How to cite

Cite CoChat for the checks on this page, and the paper for its own findings.

This page
CoChat. (2026). Citation check: Business model dynamics and innovation: (re)establishing the missing linkages. https://app.cochat.ai/papers/10.1108/00251741111163142
The paper
Cavalcante, S., Kesting, P., & Ulhøi, J. (2011). Business model dynamics and innovation: (re)establishing the missing linkages. Management Decision. https://doi.org/10.1108/00251741111163142

Data sources

Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.