Grounding Business Models: Cognition, Boundary Objects, and Business Model Change

Shepherd, Dean A.; Seyb, Stella; George, Gerard

doi:10.5465/amr.2020.0173

Cited by 40 publications

(35 citation statements)

References 178 publications

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“…Accordingly, considering that entrepreneurial activities can be conceived as an expression of an entrepreneur's identity [1], it is also plausible that the business model that an entrepreneur selects is infused with meaning since the entrepreneur has chosen it as a means to reach his or her goals [34]. A business model describes the design or architecture of mechanisms for creating, delivering, and capturing value [31,35]. It covers decisions about how a company implements a strategy to organize its operations to generate profit from meeting the needs of its customers [36].…”

Section: Why Cbm Is Relevant In the Design Of Eimentioning

confidence: 99%

“…To establish the link between EI under CBM, we draw on the identity conflict literature [31,[70][71][72]. In this context, EI is a potentiality that can change rather than a fixed personality trait with a causal influence on individuals' entrepreneurial behavior [73].…”

Section: The Influence Of Negotiating Ei: Underlying Mechanismsmentioning

confidence: 99%

“…Because behavior is perhaps one of the most effective ways for individuals to communicate how they make sense of the world, it is important to note that entrepreneurs may communicate their identities before they even open their mouths by displaying identity cues [31,112]. For example, just the act of collecting supplies through customers by itself projects a particular perceived identity of the entrepreneur to them [1].…”

Section: The Construction Of An Ei In the Cbm Contextmentioning

confidence: 99%

“…First, EI requires showing behavioral coherence to somehow guarantee consistent evaluations from others. Second, when others have difficulty seeing one's EI congruently, using multiple communication channels to communicate this EI is especially helpful to achieve clarity [31]. We see this in Modulab's partner-seeking process since Paula deliberately endeavors to collaborate with firms that have a clear organizational purpose and statements about their identity, such as Patagonia (a Californian clothing company).…”

Section: The Construction Of An Ei In the Cbm Contextmentioning

confidence: 99%

“…Based on the presumption that insofar as people use their self-views to guide their behavior, they may also evoke verifying reactions about identity cues [30], we propose that CBM triggers an intense process of collective identity construction. As entrepreneurs are motivated to have others verify self-conceptions, which is what particularly occurs in CBM, they likely intensify their efforts to elicit confirmatory reactions when they suspect they are being misconstrued [31]. Hence, entrepreneurs enacting CBM are genuinely more inclined than other entrepreneurs to elicit confirmatory feedback from stakeholders [32].…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

The Role of Circular Business Modeling in the Entrepreneurial Identity-Construction Process

2021

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The process of shaping an entrepreneurial identity is emerging as a focal point in the field of entrepreneurship. Scholarly efforts to date have turned attention to what happens during the process of identity creation, how, and why. In this article, we seek to extend the current literature by examining how entrepreneurs mold their entrepreneurial identities while enacting circular business models. Specifically, identity construction under circular business modeling is proposed as a negotiation process whereby the conflict mechanisms by which entrepreneurs construct their entrepreneurial identities are highly influenced by stakeholders’ interests. Propositions regarding the inherence of stakeholders are presented and discussed.

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Section: Why Cbm Is Relevant In the Design Of Eimentioning

confidence: 99%

Section: The Influence Of Negotiating Ei: Underlying Mechanismsmentioning

confidence: 99%

Section: The Construction Of An Ei In the Cbm Contextmentioning

confidence: 99%

Section: The Construction Of An Ei In the Cbm Contextmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Role of Circular Business Modeling in the Entrepreneurial Identity-Construction Process

2021

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Sustainable business models: Researchers as design thinkers for problem‐driven research

Bastian,

Caputo

2024

Strategic Change

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In this article, which has an exploratory, conceptual nature, we discuss the challenges for sustainable business model (SBM) practitioners to include a broader range of stakeholders in developing value‐creation logic. This is of relevance as it is not clear how the process of enrolling stakeholders to create value unfolds for SBMs. We argue that researchers should be included as key stakeholders and propose using design thinking as an approach for engagement to co‐create sustainable business solutions. By incorporating design thinking, researchers and practitioners can collaborate on addressing sustainable problems in their business model to improve mutual understanding about the problem‐solution evolution. Including researchers also helps contextualize and align sustainable business model research to design practical testing of solutions. We illustrate this with a model representing the cognitive process of co‐creation between researchers and practitioners in SBM design.

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Business modeling under adversity: Resilience in international firms

Galkina,

Atkova,

Gabrielsson

2023

Strategic Entrepreneurship

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Research SummaryThis study employs resilience theory and examines the dynamics of business modeling in international firms that enable them to resist environmental shocks under the adverse conditions of a global pandemic. Our multiple‐case study shows that firms develop various dynamic states of their business models (BMs) during the resilience process; each state differs in terms of the scope of BM change and the concurrent degree of BM innovativeness. Shifts in dynamic states result from attaining certain resilience capabilities. We contribute to the dynamic view on BMs, and the process perspective on organizational resilience; we also advance BM research in the context of internationalization.Managerial SummaryUnder conditions of extreme disruptions that take the form of long‐lasting adversity, international firms need to continuously adjust their BMs to brave force majeure and remain resilient. This study takes a dynamic perspective on business modeling and examines how international firms develop different dynamic states of their BMs to stay resilient under extreme uncertainty; each state differs in terms of the scope of BM change, concurrent degree of BM innovativeness and the attained resilience capabilities. We show that business modeling is a continuous task of international firms that allows them not only to resist adversity but also to open new markets.

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Grounding Business Models: Cognition, Boundary Objects, and Business Model Change

Cited by 40 publications

References 178 publications

The Role of Circular Business Modeling in the Entrepreneurial Identity-Construction Process

The Role of Circular Business Modeling in the Entrepreneurial Identity-Construction Process

Sustainable business models: Researchers as design thinkers for problem‐driven research

Business modeling under adversity: Resilience in international firms

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