Cognitive antecedents of business models: Exploring the link between attention and business model design over time

Frankenberger, Karolin; Sauer, Roman

doi:10.1016/j.lrp.2018.05.001

Cited by 54 publications

(41 citation statements)

References 76 publications

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“…Otherwise, incumbent firms develop new additive BM in various ways (Hacklin, Bjorkdahl, & Wallin, 2018), which could be distinguished in two different organizational configurations. On the one hand, some firms choose to adopt a new BM through the creation of new entities such as business units (Winterhalter et al, 2017) or spin-offs (Frankenberger & Sauer, 2019), whereby actors are dedicated to run the new business. On the other hand, a new BM can be developed within the established firm (Velu & Stiles, 2013) by internal actors.…”

Section: Business Model Innovationmentioning

confidence: 99%

“…Previous studies have raised questions about firms' performance when they compete with several BMs (Kim & Min, 2015) and studied how to manage a BM portfolio (Sabatier, Mangematin, & Rousselle, 2010;Snihur & Tarzijan, 2018), leading to the formulation of advices for linking or splitting different activities (Markides, 2013;Markides & Charitou, 2004). However, previous studies have provided limited explanation and conceptualization on how BMI is conducted within established firms that run an existing (core) activity (Frankenberger & Sauer, 2019), except for the suggestion of a dedicated team to develop the new additive BM (Khanagh et al, 2014). In established firms, BMI teams encompass actors that are not necessarily entirely dedicated to the development of a new BMI.…”

Section: Business Model Innovationmentioning

confidence: 99%

“…Attention is a mechanism of allocating cognitive and organizational resources (Simon, 1947), and a critical aspect of an organization's activities and performance (Cyert & March, 1963;Hansen & Haas, 2001). While it remains overlooked in the research on BMs (Bjorkdahl & Holmén, 2013;, scholars have recently acknowledged attention as one of the most challenging aspects of BMI in incumbent firms (Frankenberger & Sauer, 2019;Snihur & Wiklund, 2019). Indeed, the existing studies reveal that attention is a critical driver for the generation of new ideas (Li et al, 2013) to detect changes in the firm environment (Yadav, Prabhu, & Chandy, 2007) or to allocate persisting efforts to lead a BM innovation until its end (Frankenberger & Sauer, 2019).…”

Section: Attention Challenges Of Bmimentioning

confidence: 99%

“…While it remains overlooked in the research on BMs (Bjorkdahl & Holmén, 2013;, scholars have recently acknowledged attention as one of the most challenging aspects of BMI in incumbent firms (Frankenberger & Sauer, 2019;Snihur & Wiklund, 2019). Indeed, the existing studies reveal that attention is a critical driver for the generation of new ideas (Li et al, 2013) to detect changes in the firm environment (Yadav, Prabhu, & Chandy, 2007) or to allocate persisting efforts to lead a BM innovation until its end (Frankenberger & Sauer, 2019). However, attention is a scarce resource (Simon, 1947): firms have limited time and tangible resources (e.g.…”

Section: Attention Challenges Of Bmimentioning

confidence: 99%

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Unpacking Business Model Innovation Through an Attention-Based View

Laszczuk

Mayer

2020

mgmt

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Attention is considered as a critical driver for business model (BM) innovation in established firms, where existing activities already absorb internal actors’ time and effort. Although previous studies acknowledge the role of attention to detect opportunities or to generate new ideas, we still need to understand how actors deal with attentional tensions inherent in the development of a new additive BM. This article addresses this issue by adopting an attention-based view of BM innovation, that is, by examining the forms of attention involved in the process of developing a new BM. Through a longitudinal study in a small consulting company, we unfold an incremental and ongoing process of new BM development. Our findings identify three attentional stages triggered by specific mechanisms that drive BM innovation, from detecting new ideas to their implementation. The attentional perspective we use in this study revises the role of a prevailing BM in the emergence of new business logics in established firms. While previous studies consider it as an impediment for BM innovation, we reveal that actors can develop new BMs by navigating between differentiation and consistency with the prevailing BM.

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Section: Business Model Innovationmentioning

confidence: 99%

Section: Business Model Innovationmentioning

confidence: 99%

Section: Attention Challenges Of Bmimentioning

confidence: 99%

Section: Attention Challenges Of Bmimentioning

confidence: 99%

See 2 more Smart Citations

Unpacking Business Model Innovation Through an Attention-Based View

Laszczuk

Mayer

2020

mgmt

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“…A business model (BM) analysis explains how companies perform business through an articulated set of activities in order to create and deliver value to stakeholders (Zott & Amit, 2010). The Activity System (AS) perspective offers a way to understand how value is created since it explains what companies actually do through their activities (Amit & Zott, 2012;Frankenberger & Sauer, 2019;Spieth, Schneider, Clauß, & Eichenberg, 2019;Troxler & Wolf, 2017). In this study we define AS as a set of interdependent activities involving human, physical, or capital resources with a specific purpose (Zott & Amit, 2010).…”

Section: Business Model From the Activity System Perspectivementioning

confidence: 99%

Business Model Analysis from the Activity System Perspective: A Design Science Research

Gaspareto

Henriqson

2020

BAR, Braz. Adm. Rev.

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Understanding a business model is at the core of organizational strategy, competitiveness, and business sustainability. Descriptive approaches to understand business models are often based on the analysis of their components by looking at organizational assets, resources, plans, and competencies. Although there are numerous contributions in the literature, few guidelines are offered regarding an Activity System perspective, in a prescriptive rather than a descriptive way. In this study, we propose a pragmatic solution to help cover this literature gap and to extend on previous studies. A Design Science Research approach was adopted including a multicase study of four business companies we examined in order to create a method for business model analysis from an Activity System perspective. The resulting artefact of the study is illustrated with data from the empirical cases. Three analytical movements are described as well as prescribed: dimensions analysis (i.e., business definition, customer segment, value proposition, profit logic, critical factors of value proposition, and Activity System); visual representation including illustrations of its Activity System; and competitive analysis including prospection for changes and innovations. Finally, the artefact is discussed in relation to its quality, utility, and usability.

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Business Models as Managerial Mental Models

Sund

2024

Cognition and Business Models

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Cognitive antecedents of business models: Exploring the link between attention and business model design over time

Cited by 54 publications

References 76 publications

Unpacking Business Model Innovation Through an Attention-Based View

Unpacking Business Model Innovation Through an Attention-Based View

Business Model Analysis from the Activity System Perspective: A Design Science Research

Business Models as Managerial Mental Models

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