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National Culture and Business Model Change — A Framework for Successful Expansions

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  • Jacob Dalby

    (Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark)

  • Rainer Lueg

    (Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark)

  • Lea Stenskov Nielsen

    (Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark)

  • Louise Pedersen

    (Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark)

  • Andreea Catalina Tomoni

    (Aarhus University, School of Business and Social Sciences, Department of Economics and Business, Fuglesangs Allé 4, 8210 Aarhus V, Denmark)

Abstract

This paper proposes a conceptual framework to analyse how a company's business model needs to be adjusted if it is expanded into another cultural context. For this, we use the example of changes in the business model of a Danish IT-company opening a new office in the U.S. Using a single case study, we integrate the concepts of business models (Osterwalder and Pigneur, 2005) and national culture (Hofstede, 1980). Our findings explain why and how adjustments in the business model are necessary regarding the company's communication, team composition, and customer involvement in projects. As to implications, we construct a matrix combining business models and national culture that other multinational companies can use to achieve better understanding of their business model in different national contexts.

Suggested Citation

  • Jacob Dalby & Rainer Lueg & Lea Stenskov Nielsen & Louise Pedersen & Andreea Catalina Tomoni, 2014. "National Culture and Business Model Change — A Framework for Successful Expansions," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 22(04), pages 463-483.
    • Handle: RePEc:wsi:jecxxx:v:22:y:2014:i:04:n:s0218495814500198
    DOI: 10.1142/S0218495814500198
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    References listed on IDEAS

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    1. Luft, Joan & Shields, Michael D., 2003. "Erratum to "Mapping management accounting: graphics and guidelines for theory-consistent empirical research" [Accounting Organizations and Society 28 (2003) 169-249]," Accounting, Organizations and Society, Elsevier, vol. 28(7-8), pages 815-815.
    2. Andreas P.D. Liefooghe, 2003. "Employee accounts of bullying at work," International Journal of Management and Decision Making, Inderscience Enterprises Ltd, vol. 4(1), pages 24-34.
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    Cited by:

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    2. Firman Jatnika & Nury Effendi & Erie Febrian & Mokhamad Anwar, 2019. "Determinants of Business Models Innovation of Islamic Bank in Indonesia," European Research Studies Journal, European Research Studies Journal, vol. 0(2), pages 64-82.
    3. Jacob DAMMAND & Mads HORLYCK & Thomas Lyngholm JACOBSEN & Rainer LUEG & Rasmus Laygardt RÖCK, 2014. "Lean management in hospitals: Evidence from Denmark," REVISTA ADMINISTRATIE SI MANAGEMENT PUBLIC, Faculty of Administration and Public Management, Academy of Economic Studies, Bucharest, Romania, vol. 2014(23), pages 19-35, December.
    4. Anike Sult & Janice Wobst & Rainer Lueg, 2024. "The role of training in implementing corporate sustainability: A systematic literature review," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 31(1), pages 1-30, January.
    5. Martin Mabunda Baluku & Edward Bantu & Kathleen Otto, 2018. "Effect of Locus of Control on Entrepreneurial Attitudes and Self-Employment Intentions: The Moderating Role of Individualism," Journal of Enterprising Culture (JEC), World Scientific Publishing Co. Pte. Ltd., vol. 26(03), pages 251-283, September.

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