Jump to ContentJump to Main Navigation
Reinventing Business ModelsHow Firms Cope with Disruption$
Users without a subscription are not able to see the full content.

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

Show Summary Details
Page of

PRINTED FROM OXFORD SCHOLARSHIP ONLINE (www.oxfordscholarship.com). (c) Copyright Oxford University Press, 2018. All Rights Reserved. Under the terms of the licence agreement, an individual user may print out a PDF of a single chapter of a monograph in OSO for personal use (for details see www.oxfordscholarship.com/page/privacy-policy).date: 22 October 2018

Enablers and Inhibitors of Business Model Innovation

Enablers and Inhibitors of Business Model Innovation

(p.117) 5 Enablers and Inhibitors of Business Model Innovation
Reinventing Business Models

Henk Volberda

Frans van den Bosch

Kevin Heij

Oxford University Press

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

Oxford Scholarship Online requires a subscription or purchase to access the full text of books within the service. Public users can however freely search the site and view the abstracts and keywords for each book and chapter.

Please, subscribe or login to access full text content.

If you think you should have access to this title, please contact your librarian.

To troubleshoot, please check our FAQs , and if you can't find the answer there, please contact us .