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Business Model InnovationThe Organizational Dimension$
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Nicolai J Foss and Tina Saebi

Print publication date: 2015

Print ISBN-13: 9780198701873

Published to Oxford Scholarship Online: April 2015

DOI: 10.1093/acprof:oso/9780198701873.001.0001

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Business Model Innovation and Organizational Design

Business Model Innovation and Organizational Design

A Dynamic Capabilities Perspective

Chapter:
(p.24) 2 Business Model Innovation and Organizational Design
Source:
Business Model Innovation
Author(s):

Sunyoung Leih

Greg Linden

David J. Teece

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780198701873.003.0002

Dynamic capabilities are deeply enmeshed with business model innovation and implementation. They reside partly in the collective learning and culture of the organization as well as in the entrepreneurial skill of the top management team. Entrepreneurial managers bear the primary responsibility for recognizing the need for business model change, for adjusting or inventing business models, for orchestrating the necessary assets, and, more generally, for (re)structuring the organization when,needed. The top management team is also responsible for strategy formulation, which is separate from, but related to, dynamic capabilities. The organization’s structure, incentives, and culture can, in turn, be more or less well suited to the recognition of new opportunities and the implementation of new structures that are integral to the dynamic capabilities of the firm. The design of new business models requires attention to balancing customer needs and technological possibilities consistent with an overarching logic of organization.

Keywords:   dynamic capabilities, business model innovation, organizational design, boundaries of the firm, entrepreneurial management

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