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Reinventing Business ModelsHow Firms Cope with Disruption$
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Henk Volberda, Frans A.J. Van Den Bosch, and Kevin Heij

Print publication date: 2017

Print ISBN-13: 9780198792048

Published to Oxford Scholarship Online: December 2017

DOI: 10.1093/oso/9780198792048.001.0001

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Enablers and Inhibitors of Business Model Innovation

Enablers and Inhibitors of Business Model Innovation

Chapter:
(p.117) 5 Enablers and Inhibitors of Business Model Innovation
Source:
Reinventing Business Models
Author(s):

Henk Volberda

Frans van den Bosch

Kevin Heij

Publisher:
Oxford University Press
DOI:10.1093/oso/9780198792048.003.0005

Chapter 5 discusses the different catalysts and inhibitors which firms encounter when they innovate their business model, including the various factors that prevented the Dutch telecoms company KPN from renewing its business model. There follows an analysis of how factors such as the organizational culture and style of leadership, the characteristics of the CEO, the degree of external orientation, organizational characteristics, and institutional stakeholders can delay or speed up business model innovation. The roles played, for example, by transformational leadership, the length of the tenure of the CEO, the corporate governance regime, absorptive capacity, and innovative culture are then considered. Case evidence from DSM, Randstad, Roche Diagnostics, and Shell supports the findings. Finally, the chapter considers various journeys that firms may undertake in the transformation of their business model.

Keywords:   enablers, inhibitors, organizational culture, style of leadership, CEO characteristics, external orientation, organizational characteristics, institutional stakeholders

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