Abstract
Management scholars have discussed business model innovation as an important response mechanism in turbulent environments. The realization of business model innovations is a highly difficult task and is necessary only in extreme cases of environmental changes. Research on organizational resilience shows that such dramatic adjustments are just one response to environmental changes from the set of appropriate possibilities. Even if previous research has, in general, acknowledged the connection between business model innovation and organizational resilience sporadically, a comprehensive framework is missing. Therefore, this study takes a first step and develops a conceptual framework in which both streams of literature are united under one theoretical roof. The findings of this study show that business model innovation is an integral part of organizational response and corresponds with adaptation as a constitutive element of resilience. This study addresses, furthermore, the question why some organizations choose a more active or passive role. To answer this question, it is necessary to include the individual level in the framework. The regulatory focus theory has proven to be a highly valuable tool, as it explains why decision-makers pursue specific responses according to their own motive structure. The regulatory focus theory is, subsequently, included in the framework and its links to organizational responses are shown.
Similar content being viewed by others
References
Abraham S (2013) Will business model innovation replace strategic analysis? Strategy Leadersh 41(2):31–38
Ahuja G, Lampert C (2001) Entrepreneurship in the large corporation: a longitudinal study of how established firms create breakthrough inventions. Strateg Manag J 22(6–7):521–543
Al-Debei MM, Avison D (2011) Business model requirements and challenges in the mobile telecommunication sector. J Organ Transform Social Change 8(2):215–235
Amara N, Landry R, Becheikh N, Ouimet M (2008) Learning and novelty of innovation in established manufacturing SMEs. Technovation 28(7):450–463
Angle HL, Perry JL (1981) An empirical assessment of organizational commitment and organizational effectiveness. Adm Sci Q 26(1):1–14
Armbruster H, Bikfalvi A, Kinkel S, Lay G (2008) Organizational innovation: the challenge of measuring non-technical innovation in large-scale surveys. Technovation 28(10):644–657
Auh S, Menguc B (2005) Balancing exploration and exploitation: the moderating role of competitive intensity. J Bus Res 58(12):1652–1661
Barnett CK, Pratt MG (2000) From threat-rigidity to flexibility: toward a learning model of autogenic crisis in organizations. J Organ Change Manag 13(1):74–88
Benner M, Tushman M (2002) Process management and technological innovation: a longitudinal study of the photography and paint industry. Adm Sci Q 47(4):676–706
Bennett J, Sharma D, Tipping A (2001) Customer solutions: building a strategically aligned business model. Booz Allen & Hamilton, New York
Bhamra R, Dani S, Burnard K (2011) Resilience: the concept, a literature review and future directions. Int J Prod Res 49(18):5375–5393
Bhattacharya S, Krishnan V, Mahajan V (1998) Managing new product definition in highly dynamic environments. Manage Sci 44(11):50–64
Blumentritt T, Danis WM (2006) Business strategy types and innovative practices. J Manage Issues 18(2):274–291
Bocken NP, Short SW, Rana PP, Evans SS (2014) A literature and practice review to develop sustainable business model archetypes. J Clean Prod 65:42–56
Bohns VK, Lucas GM, Molden DC, Finkel EJ, Coolsen MK, Kumashiro M, Higgins ET (2013) Opposites fit: regulatory focus complementarity and relationship well-being. Social Cogn 31(1):1–14
Bower JL, Christensen CM (1995) Disruptive technologies: catching the wave. Harvard Business Review Video, pp 506–520
Brockner J, Higgins ET (2001) Regulatory focus theory: implications for the study of emotions at work. Organ Behav Hum Decis Process 86(1):35–66
Brockner J, Higgins ET, Low MB (2004) Regulatory focus theory and the entrepreneurial process. J Bus Venturing 19(2):203–221
Brodsky AE, Welsh E, Carrillo A, Talwar G, Scheibler J, Butler T (2011) Between synergy and conflict: Balancing the processes of organizational and individual resilience in an Afghan Women’s Community. Am J Community Psychol 47:217–235
Bruneau M, Chang SE, Eguchi RT, Lee GC, O’Rourke TD, Reinhorn AM, von Winterfeldt D (2003) A framework to quantitatively assess and enhance the seismic resilience of communities. Earthq Spectra 19:733–752
Bucherer E, Eisert U, Gassmann O (2012) Towards systematic business model innovation: lessons from product innovation management. Creat Innov Manag 21:183–198
Burnard K, Bhamra R (2011) Organisational resilience: development of a conceptual framework for organisational responses. Int J Prod Res 49:5581–5599
Calantone R, Garcia R, Dröge C (2003) The effects of environmental turbulence on new product development strategy planning. J Prod Innov Manage 20(2):90–103
Cao Q, Gedajlovic E, Hongping Z (2009) Unpacking organizational ambidexterity: dimensions, contingencies, and synergistic effects. Organ Sci 20(4):781–786
Carpenter S (2001) From metaphor to measurement: resilience of what to what? Ecosystems 4(8):765–781
Casadesus-Masanell R, Ricart JE (2007) Competing through business models. IESE Business School, Barcelona, Working paper-713. In: Dagnino GB (ed) Handbook of research on competitive strategy, 2011. Edward Elgar, Cheltenham
Casadesus-Masanell R, Ricart JE (2011) How to design a winning business model. Harv Bus Rev 89:101–107
Cavalcante S, Kesting P, Ulhøi J (2011) Business model dynamics and innovation: (Re)establishing the missing linkages. Manag Decis 49(8):1327–1342
Chakravarthy BS (1982) Adaptation: a promising metaphor for strategic management. Acad Manag Rev 7(1):35–44
Chakravarthy B (1997) A new strategy framework for coping with turbulence. Sloan Manag Rev 38(2):69–82
Chesbrough H (2006) Open business models: how to thrive in the new innovation landscape. Harvard Business School Press, Boston
Chesbrough H (2010) Business model innovation: opportunities and barriers. Long Range Plan 43:354–363
Chesbrough H, Rosenbloom RS (2002) The role of the business model in capturing value from innovation: evidence from Xerox Corporation’s technology spin-off companies. Ind Corp Change 11:529–555
Christopher M, Peck H (2004) Building the resilient supply chain. Int J Logist Manag 15(2):1–14
Coutu DL (2002) How resilience works. Harv Bus Rev 80:46–55
Crowe E, Higgins ET (1997) Regulatory focus and strategic inclinations: promotion and prevention in decision-making. Organ Behav Hum Decis Process 69:117–132
D’Aveni RA (1994) Hypercompetition: managing the dynamics of strategic manoeuvring. Free Press, New York
Damanpour F (1991) Organizational innovation: a meta-analysis of effects of determinants and moderators. Acad Manag J 34(3):555–590
Dewald J, Bowen F (2010) Storm clouds and silver linings: responding to disruptive innovations through cognitive resilience. Entrep Theory Practice 34(1):197–218
Diamond MA (1996) Innovation and diffusion of technology: a human process. Consult Psychol J Practice Res 48(4):221–229
Doz YL, Kosonen M (2010) Embedding strategic agility: a leadership agenda for accelerating business model renewal. Long Range Plan 43(2–3):370–382
Duncan RB (1976) The ambidextrous organization: designing dual structures for innovation. In: Kilmann RH, Pondy LR, Selvin D (eds) The management of organization, vol 1. North-Holland, New York, pp 167–188
Durach CF, Wieland A, Machuca JA (2015) Antecedents and dimensions of supply chain robustness: a systematic literature review. Int J Phys Distrib Logist Manag 45(1–2):118–137
Dutton JE, Frost PJ, Worline MC, Lilius JM, Kanov JM (2002) Leading in times of trauma. Harv Bus Rev 80(1):54–61
Easterby-Smith M, Thorpe R, Jackson PR (2012) Management research. Sage, London
Eccles R, Nohria N (1998) Strategy as a language game. In: Segal-Horn S (ed) The strategy reader. Blackwell, Oxford, pp 50–72
Economist Intelligence Unit (2005) Business 2010: embracing the challenge of change. Economist Intelligence Unit. http://graphics.eiu.com/files/ad_pdfs/Business%202010_Global_FINAL.pdf. Accessed on 23 Aug 2014
Eppler M, Hoffmann F, Bresciani S (2011) New business models through collaborative idea generation. Int J Innov Manag 15:1323–1341
Esslinger H (2011) Sustainable design: beyond the innovation-driven business model. J Prod Innov Manage 28(3):401–404
Eunni RV, Post JE, Berger PD (2005) Adapt or adapt: lessons for strategy from the US telecoms industry. J Gen Manag 31(1):83–105
Fiksel J (2006) Sustainability and resilience: toward a systems approach. Sustain Sci Practice Policy 2(2):14–21
Flynn BB, Sakakibara S, Schroeder RG, Bates KA, Flynn EJ (1990) Empirical research methods in operations management. J Oper Manag 9(2):250–284
Forgas JP (1995) Mood and judgment: the affect infusion model (AIM). Psychol Bull 117:39–66
Frankenberger K, Weiblen T, Gassmann O (2013) Network configuration, customer centricity, and performance of open business models: a solution provider perspective. Ind Mark Manage 42:671–682
Freeman S, Hirschhorn L, Maltz M (2004) Organizational resilience and moral purpose: Sandler O’Neill & partners in the aftermath of 11 September 2001. In: Academy of Management Proceedings 2003, vol 1, pp B1–B6
Funk JL (2008) Systems components and technological discontinuities, lessons from the IT sector. Long Range Plan 41(5):555–573
Gallos JV (2008) Learning from the toxic trenches: the winding road to healthier organizations—and to healthy everyday leaders. J Manag Inq 17:354–367
Gebauer H, Fleisch E, Friedli T (2005) Overcoming the service paradox in manufacturing companies. Eur Manag J 23(1):14–26
Ghemawat P, Costa J (1993) The organizational tension between static and dynamic efficiency. Strateg Manag 14(S2):59–73
Gibson CB, Birkinshaw J (2004) The antecedents, consequences, and mediating role of organizational ambidexterity. Acad Manag J 47(2):209–226
Giesen E, Berman SJ, Bell R, Blitz A (2007) Three ways to successfully innovate your business model. Strategy Leadersh 35:27–33
Giesen E, Riddleberger E, Christner R, Bell R (2010) When and how to innovate your business model. Strategy Leadersh 38(4):17–26
Gilbert CG (2005) Unbundling the structure of inertia: resource vs. routine rigidity. Acad Manag J 48(5):741–763
Gilbert C, Eyring M, Foster RN (2012) Two routes to resilience. Harv Bus Rev 90:67–73
Girotra K, Netessine S (2013) Business model innovation for sustainability. Manuf Serv Oper Manag 15(4):537–544
Gittell JH, Cameron K, Lim S, Rivas V (2006) Relationships, layoffs, and organizational resilience: airline industry responses to September 11th. J Appl Behav Sci 42(3):300–330
Godkin L, Allcorn S (2008) Overcoming organizational inertia: a tripartite model for achieving strategic organizational change. J Appl Bus Econ 8(1):82–94
Gulati R, Garino J (1999) Get the right mix of bricks & clicks. Harv Bus Rev 78(3):107–114
Gulati R, Puranam P (2009) Renewal through reorganization: the value of inconsistencies between formal and informal organization. Organ Sci 20:422–440
Gunderson LH (2000) Ecological resilience—in theory and application. Annu Rev Ecol Syst 31:425–439
Gunderson LH, Holling CS (eds) (2001) Panarchy: understanding transformations in human and natural systems. Island Press, Washington
Günzel F, Holm AB (2013) One size does not fit all—understanding the front-end and back-end of business model innovation. Int J Innov Manag 17(1):1340002
Guo H, Zhao J, Tang J (2013) The role of top managers’ human and social capital in business model innovation. Chin Manag Stud 7(3):447–469
Gupta AK, Smith KG, Shalley CE (2006) The interplay between exploration and exploitation. Acad Manag J 49(4):693–706
Hamel G (1998) The challenge today: changing the rules of the game. Bus Strategy Rev 9(2):19–27
Hamel G, Välikangas L (2003) The quest for resilience. Harv Bus Rev 81:52–63
Handy C (1989) The age of unreason. Harvard Business School Press, London
Hannan MT, Freeman JH (1984) Structural inertia and organizational change. Am Sociol Rev 49:149–164
Harren H (2012) Management of multiple business models: determining the optimal organizational strategy. Unpublished doctoral dissertation. Technical University of Berlin
Haveman HA (1992) Between a rock and a hard place: organizational change and performance under conditions of fundamental environmental transformation. Adm Sci Q 37(1):48–75
He ZL, Wong PK (2004) Exploration vs. exploitation: an empirical test of the ambidexterity hypothesis. Organ Sci 15(4):481–494
Hedberg B, Wolff R (2003) Organizing, learning, and strategizing: from construction to discovery. In: Dierkes M, Antal AB, Child J, Nonaka I (eds) Handbook of organizational learning and knowledge. Oxford University Press, Oxford, pp 535–556
Helfat CE, Finkelstein S, Mitchell S, Peteraf MA, Singh H, Teece DJ, Winter SG (2007) Dynamic capabilities: understanding strategic change in organizations. Blackwell, New York
Higgins ET (1987) Self discrepancy: atheory relating self and affect. Psychol Rev 94(3):319–340
Higgins ET (1997) Beyond pleasure and pain. Am Psychol 52:1280–1300
Higgins ET (2000) Making a good decision: value from fit. Am Psychol 55:1217–1230
Higgins ET, Shah J, Friedman R (1997) Emotional responses to goal attainment: strength of regulatory focus as moderator. J Personal Soc Psychol 72(3):515–525
Holling CS (1973) Resilience and stability of ecological systems. Annu Rev Ecol Syst 4:1–23
Holling CS (2001) Understanding the complexity of economic, ecological, and social systems. Ecosystems 4(5):390–405
Homburg C, Pflesser C (2000) A multiple-layer model of market-oriented organizational culture: measurement issues and performance outcomes. J Mark Res 37(4):449–462
Horne JF (1997) The coming age of organizational resilience. Bus Forum 22:24–28
Horne JF, Orr JE (1998) Assessing behaviors that create resilient organizations. Employ Relat Today 24:29–39
Huang HC, Lai MC, Lin LH, Chen CT (2013) Overcoming organizational inertia to strengthen business model innovation: an open innovation perspective. J Organ Change Manag 26:977–1002. doi:10.1108/JOCM-04-2012-0047
Hult GTM, Hurley R, Kingth G (2004) Innovativeness: Its antecedents and impact in business performance. Ind Mark Manag 33:429–438
IBM (2008) IBM Global CEO Study. IBM. http://www-935.ibm.com/services/de/gbs/pdf/2008/ceostudy-en.pdf. Accessed 20 Aug 2014
IBM (2010) Capitalizing on complexity: insights from the global chief executive officer study 2010. IBM. http://public.dhe.ibm.com/common/ssi/ecm/en/gbe03297usen/GBE03297USEN.PDF. Accessed 20 Aug 2014
Idson L, Libermann N, Higgins ET (2000) Distinguishing gains from nonlosses and losses from nongains: a regulatory focus perspective on hedonic intensity. J Exp Soc Psychol 36:252–274. doi:10.1006/jesp.1999.1402
Jackson SE, Dutton JE (1988) Discerning threats and opportunities. Adm Sci Q 33(3):370–387
Jansen J, Van den Bosch FAJ, Volberda HW (2005) Exploratory innovation, exploitative innovation, and ambidexterity: the impact of environmental and organizational antecedents. Schmalenbach Bus Rev 57:351–363
Jaworski BJ, Kohli AK (1993) Market orientation: antecedents and consequences. J Mark 57(3):53–70
Johnson MW (2010) Seizing the white space—business model innovation for growth and renewal. Harvard Business Press, Boston
Johnson MW, Christensen CM, Kagermann H (2008) Reinventing your business model. Harv Bus Rev 86:50–59
Kaplan S (2012) The business model innovation factory: how to stay relevant when the world is changing. Wiley, Hoboken
Khanagha S, Volberda H, Oshri I (2014) Business model renewal and ambidexterity: structural alteration and strategy formation process during transition to a Cloud business model. R&D Manag 44(3):322–340
Kim W, Mauborgne RA (1997) Value innovation: the strategic logic of high growth. Harv Bus Rev 75:103–112
Kim WC, Mauborgne R (2005) Blue ocean strategy: How to create uncontested market space and make competition irrelevant. Harvard Business Press, Boston
Kleindorfer PR, Saad GH (2005) Managing disruption risks in supply chains. Prod Oper Manag 14:53–68
Lavastre O, Gunasekaran A, Spalanzani A (2012) Supply chain risk management in French companies. Decis Support Syst 52(4):828–838
Lazarus RS (1993) From psychological stress to the emotions: a history of changing outlooks. Annu Rev Psychol 44:1–21
Lengnick-Hall CA, Beck TE (2005) Adaptive fit versus robust transformation: how organizations respond to environmental change. J Manag 31:738–757
Lengnick-Hall CA, Beck TE, Lengnick-Hall ML (2011) Developing a capacity for organizational resilience through strategic human resource management. Human Resour Manag Rev 21(3):243–255
Levinthal D, March JG (1993) The myopia of learning. Strateg Manag J 14(1):95–112
Liberman N, Idson LC, Camacho CJ, Higgins ET (1999) Promotion and prevention choices between stability and change. J Pers Soc Psychol 77(6):1135–1145
Lockwood P, Jordan CH, Kunda Z (2002) Motivation by positive or negative role models: regulatory focus determines who will best inspire us. J Pers Soc Psychol 83(4):854–864
Lubatkin MH, Simsek Z, Ling Y, Veiga JF (2006) Ambidexterity and performance in small- to medium-sized firms: the pivotal role of top management team behavioral integration. J Manag 32(5):646–672
Luthans F (2002) The need for and meaning of positive organizational behavior. J Organ Behav 23:695–706
Luthar SS, Cicchetti D, Becker B (2000) The construct of resilience: a critical evaluation and guidelines for future work. Child Dev 71:543–562
Mallak L (1998) Putting organizational resilience to work. Ind Manag 40:8–14
Mamouni Limnios EA, Mazzarol T, Ghadouani A, Schilizzi SGM (2014) The resilience architecture framework: four organizational archetypes. Eur Manag J 32:104–116
March JG (1991) Exploration and exploitation in organizational learning. Organ Sci 2(1):71–87
Markides C (1997) Strategic innovation. Sloan Manag Rev 38(3):9–23
Markides C (2006) Disruptive innovation. In need of better theory. J Prod Innov Manage 23(1):19–25
Markides C (2008) Game-changing strategies: how to create new market space in established industries by breaking the rules. Jossey-Bass, San Francisco
Markides C (2013) Business model innovation: what can the ambidexterity literature teach us? Acad Manag Perspect 27(4):313–323
Masten AS, Reed MJ (2002) Resilience in development. In: Snyder CR, Lopez SJ (eds) Handbook of positive psychology. Oxford University Press, New York, pp 74–88
Matthyssens P, Vandenbempt K, Berghman L (2006) Value innovation in business markets: breaking the industry recipe. Ind Mark Manag 35:751–761
McDonald N (2006) Organisational resilience and industrial risk. In: Hollnagel E, Woods DD, Leveson N (eds) Resilience engineering: concepts and precepts. Ashgate, Hampshire, pp 155–179
Mitchell DW, Coles CB (2004) Establishing a continuing business model innovation process. J Bus Strategy 25:39–49
Mitchell W, Singh K (1993) Death of the lethargic: effects of expansion into new technical subfields on performance in a firm’s base business. Organ Sci 4:152–180
Morris M, Schindehutte M, Allen J (2005) The entrepreneur’s business model: toward a unified perspective. J Bus Res 58:726–735
Nadkarni S, Narayanan VK (2007) Strategic schemas, strategic flexibility, and firm performance: the moderating role of industry clockspeed. Strateg Manag J 28:243–270
Nickerson JA, Zenger TR (2002) Being efficiently fickle: a dynamic theory of organizational choice. Organ Sci 13:547–566
Nijssen EJ, Hillebrand B, Vermeulen PAM, Kemp RGM (2006) Exploring product and service innovation similarities and differences. Int J Res Mark 23:241–251
O’Reilly C, Tushman M (2004) The ambidextrous organization. Harv Bus Rev 82(4):74–81
O’Reilly CA, Tushman ML (2008) Ambidexterity as a dynamic capability: resolving the innovators’ dilemma. Res Organ Behav 28:185–206
Papadakis VM, Kaloghirou Y, Iatrelli M (1999) Strategic decision making: from crisis to opportunity. Bus Strategy Rev 10(1):29–37
Pohle G, Chapman M (2006) IBM’s global CEO report 2006: business model innovation matters. Strategy Leadersh 34:34–40
Polites GL, Karahanna E (2012) Shackled to the status quo: the inhibiting effects of incumbent system habit, switching costs, and inertia on new system acceptance. MIS Q 36(1):21–42
Prahalad CK, Hammond A (2002) Serving the world’s poor, profitably. Harv Bus Rev 80:48–57
Pynnönen M, Hallikas J, Ritala P (2012) Managing customer-driven business model innovation. Int J Innov Manag 16(4):1250022
Raisch S, Birkinshaw J (2008) Organizational ambidexterity: antecedents, outcomes, and moderatos. J Manag 34(3):375–409
Raisch S, Birkinshaw J, Probst G, Tushman ML (2009) Organizational ambidexterity: balancing exploitation and exploration for sustained performance. Organ Sci 20(4):685–695
Raymond L, St-Pierre J (2010) R&D as a determinant of innovation in manufacturing SMEs: an attempt at empirical clarification. Technovation 30:48–56
Reeves M, Deimler M (2011) Adaptability: the new competitive advantage. Harv Bus Rev 136–141
Richardson GE (2002) The metatheory of resilience and resiliency. J Clin Psychol 55:307–321
Rudolph JW, Repenning NP (2002) Disaster dynamics: understanding the role of quantity in organizational collapse. Adm Sci Q 47:1–30
Rusetski A, Lim LKS (2011) Not complacent but scared: another look at the causes of strategic inertia among successful firms from a regulatory focus perspective. J Strateg Mark 19(6):501–516
Russo JE, Schoemaker PJ (1992) Managing overconfidence. Sloan Manag Rev 33(2):7–17
Sánchez P, Ricart JE (2010) Business model innovation and sources of value creation in low-income markets. Eur Manag Rev 7(3):138–154
Sánchez A, Lago A, Ferràs X, Ribera J (2011) Innovation management practices, strategic adaptation, and business results: evidence from the electronics industry. J Technol Manag Innov 6(2):14–38
Schneider S, Spieth P (2013) Business model innovation: towards an integrated future research agenda. Int J Innov Manag 17(1):1340001–1340035
Schneider S, Spieth P (2014) Business model innovation and strategic flexibility: insights from an experimental research design. Int J Innov Manag 18(06). doi:10.1142/S136391961440009X
Scholer A, Higgins E (2012) Too much of a good thing? Trade-offs in promotion and prevention focus. Oxford Handbooks Online. http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780195399820.001.0001/oxfordhb-9780195399820-e-5. Retrieved 12 Feb 2015
Schweizer L (2005) Concept and evolution of business models. J Gen Manag 31:37–57
Seelos C, Mair J (2007) Profitable business models and market creation in the context of deep poverty: a strategic view. Acad Manag Perspect 21:49–63
Shepperd JA, Ouellette JA, Fernandez JK (1996) Abandoning unrealistic optimism: performance estimates and the temporal proximity of self-relevant feedback. J Pers Soc Psychol 70(4):844–855
Smith WK, Tushman ML (2005) Managing strategic contradictions: a top management model for managing innovation streams. Organ Sci 16(5):522–536
Snihur Y, Zott C (2013) Legitimacy without imitation: how to achieve robust business model innovation. In: 35th DRUID celebration conference 2013, Barcelona, Spain, June 17–19
Sosna M, Trevinyo-Rodríguez RN, Velamuri SR (2010) Business model innovation through trial-and-error learning: the Naturhouse case. Long Range Plan 43:383–407
Spieth P, Schneckenberg D, Ricart JE (2014) Business model innovation—state of the art and future challenges for the field. R&D Manag 44:237–247
Stubbs W, Cocklin C (2008) Conceptualizing a “Sustainability Business Model”. Organ Environ 21(2):103–127
Sull DN (1999) Why good companies go bad? Harv Bus Rev 77:42–52
Sund KJ, Bogers M, Villarroel JA (2014) Organizational aspects of business model innovation: the case of the european postal industry. In: DRUID society conference 2014, CBS, Copenhagen, June 16–18
Sutcliffe KM, Vogus TJ (2003) Organizing for resilience. In: Cameron K, Dutton JE, Quinn RE (eds) Positive organizational scholarship: foundations of a new discipline. Berrett-Koehler Publishers, San Francisco, pp 94–110
Teece DJ (2010) Business models, business strategy and innovation. Long Range Plan 43:172–194. doi:10.1016/j.lrp.2009.07.003
Tripsas M, Gavetti G (2000) Capabilities, cognition, and inertia: evidence from digital imaging. Strateg Manag J 21(10/11):1147–1161
Tumasjan A, Braun R (2012) In the eye of the beholder: how regulatory focus and self-efficacy interact in influencing opportunity recognition. J Bus Ventur 27:622–636
Tushman ML, O’Reilly CA (1996) Ambidextrous organizations: managing evolutionary and revolutionary change. Calif Manag Rev 38:8–30
Tushman M, O’Reilly CA (1997) Winning through innovation: a practical guide to leading organizational change and renewal. Harvard Business School Press, Boston
Velamuri VK, Bansemir B, Neyer AK, Möslein KM (2013) Product service systems as a driver for business model innovation: lessons learned from the manufacturing industry. Int J Innov Manag 17(1–25):1340004
Volberda HW, Baden-Fuller C, Van den Bosch FA (2001) Mastering strategic renewal: mobilising renewal journeys in multi-unit firms. Long Range Plan 34(2):159–178
Wason P (1960) On the failure to eliminate hypotheses in a conceptual task. Q J Exp Psychol 12:129–140
Weick KE (1988) Enacted sensemaking in crisis situations. J Manag Stud 25:305–317
Weick K, Sutcliffe K, Obstfeld D (1999) Organizing for high reliability: process of collective mindfulness. In: Straw B, Sutton R (eds) Research in organizational behavior, vol 21. JAI Press, Greenwich CT, pp 81–123
Weigelt C, Sarkar M (2012) Performance implications of outsourcing for technological innovations: managing the efficiency and adaptability trade-off. Strateg Manag J 33:189–216
Wicker P, Filo K, Cuskelly G (2013) Organizational resilience of community sport clubs impacted by natural disasters. J Sport Manag 27:510–525
Wildavsky A (1988) Searching for safety. Transaction Books, New Brunswick
Wirtz BW, Mathieu A, Schilke O (2007) Strategy in high velocity environments. Long Range Plan 40(3):295–313
Wirtz BW, Schilke O, Ullrich S (2010) Strategic development of business models. Long Range Plan 43(2–3):272–290
Yannopoulos P (2007) Marketing strategy. Nelson, Toronto
Zott C, Amit R (2007) Business model design and the performance of entrepreneurial firms. Organ Sci 18:181–199
Zott C, Amit R (2010) Business model design: an activity system perspective. Long Range Plan 43:216–226
Author information
Authors and Affiliations
Corresponding author
Rights and permissions
About this article
Cite this article
Buliga, O., Scheiner, C.W. & Voigt, KI. Business model innovation and organizational resilience: towards an integrated conceptual framework. J Bus Econ 86, 647–670 (2016). https://doi.org/10.1007/s11573-015-0796-y
Published:
Issue Date:
DOI: https://doi.org/10.1007/s11573-015-0796-y
Keywords
- Business model innovation
- Organizational resilience
- Ambidexterity
- Adaptation
- Robustness
- Regulatory focus
- Environmental turbulence