Using a unique methodology for capturing the business model and drawing comparisons across larger samples of firms, we investigate the relationship between business model design and firm performance in a Russian context. The evolution of the business model concept and its components is reviewed. Empirical research was conducted on the basis of a cross‐sectional survey of firms in the food service industry. A typology of seven business models in this industry is produced, and linkages are established between model type and company performance.

This paper examines how various types of organizational change influence a firm's growth in the short/medium term and long term within emerging economies. We classify organizational change on two dimensions: the scale of change and the duration of change. The proposed hypotheses were tested on a sample of 1446 companies from 28 emerging economies. The results of our analysis suggest that rapid realignment and rapid transformation is more likely to have stronger impact on the firm growth in the short/medium-term, but a weaker impact in the long-term for emerging market firms. Significant evidence on the impact of slow realignment and slow transformation on a firm growth could not be obtained. Dieser Artikel untersucht, inwiefern verschiedene Typen von organisationalem Wandel das Wachstum eines Betriebs in Schwellenländern kurz-, mittel-und langfristig beeinflussen. Wir klassifizieren organisationalen Wandel in zwei Dimensionen: das Ausmaß und die Dauer des Wandels. Die aufgestellten Hypothesen wurden mittels einer Stichprobe von 1446 Unternehmen aus 28 Schwellenländern getestet. Das Ergebnis unserer Analyse zeigt, dass rapide Neuausrichtung und rapide Transformation eher einen starken Einfluss auf das kurz-und mittelfristige Firmenwachstum in Schwellenländern haben, aber langfristig einen schwächeren. Signifikante Aussagen über den Einfluss von langsamer Neuausrichtung und langsamer Transformation auf das Firmenwachstum können nicht gewonnen werden.

Purpose -The purpose of this paper is to discover factors of new ventures performance in Russia and to combine them in a model which describes the influence of these factors on the performance of a new venture. Design/methodology/approach -A cross-sectional study of new ventures was conducted by a field survey in six regions in Russia. One-factor variance analysis and regression analysis were used to identify significant factors. Findings -Three groups of factors were identified as significantly influencing performance of new ventures in Russia: environmental factors, style of management and type of strategic behaviour. For environmental factors the following variables were included: crisis in industry, increase in product demand, predictability of regulatory authorities behaviour, predictability of financial markets, and environmental hostility. For company management style, several variables were statistically significant: level of centralization, concentration of management in the hands of the founder, and role of the middle management. For strategic behaviour, only the strategy of prospector in terms of Miles and Snow was found to have significant influence on the new venture performance (NVP).Research limitations/implications -The research ignores industry specifics that may be reflected in different new ventures performance factors. Practical implications -Entrepreneurs starting new ventures in Russia should take into account the identified factors which can influence their companies' performance. Originality/value -Although there have been many studies on NVP factors, no such research has been performed in Russia.

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