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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.

PurposeThe purpose of this paper is to outline the “grand structure” of the phenomenon in order to identify both the underlying processes and core drivers of employee‐driven innovation (EDI).Design/methodology/approachThis is a conceptual paper. It particularly applies the insights of contemporary research on routine and organizational decision making to the specific case of EDI.FindingsThe main result of the paper is that, from a theoretical point of view, it makes perfect sense to involve ordinary employees in innovation decisions. However, it is also outlined that naïve or ungoverned participation is counterproductive, and that it is quite difficult to realize the hidden potential in a supportive way.Research limitations/implicationsThe main implication is that basic mechanisms for employee participation also apply to innovation decisions, although often in a different way. However, the paper only identifies the grand structure of the phenomenon. The different identified drivers have to be further elaborated and empirically tested.Practical implicationsEDI is a helpful tool to gain competitive advantage by utilizing the knowledge and creative potential of employees.Originality/valueThis is the first paper that gives a systematic overview of the grand structure of EDI and derives the most important moderating factors from that.

Regulation has been an important instrument in pushing the business community towards improved environmental performance. However, there has also been increasing pressure from a growing number of stakeholders, including employees, customers, neighbours, NGOs etc. In order to improve corporate relationships with various stakeholders, companies need to be able to identify these stakeholders and assess their influence. The first part of this paper will discuss the relevant theory and introduce a model to analyse and identify the most significant stakeholder groups and their influence on corporate behaviour. Based on a recent survey of Danish companies, the second part of the paper will report on the success of a variety of stakeholders in forcing companies to introduce environment-related initiatives. The results will then be discussed in light of the theory and other reported results. The paper closes with a discussion of research implications.

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