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Business Model Implementation: The Antecedents of Multi-Sidedness

Author

Listed:
  • Ryan Rumble

    (MTS - Management Technologique et Strategique - EESC-GEM Grenoble Ecole de Management)

  • Vincent Mangematin

    (MTS - Management Technologique et Strategique - EESC-GEM Grenoble Ecole de Management)

Abstract

Business model research has long focused on external triggers, drivers, and enablers of business model adoption. What is less well known is how business models are adopted in practice. Using a conceptual framework developed by Baden-Fuller & Mangematin, we propose 16 ideal types of business models. Based on a qualitative comparative analysis of 77 businesses, we explore the antecedents of these business model types, paying particular attention to multi-sided models, which are growing in prominence, and require businesses to manage complexity and interdependencies. Surprisingly, our analyses reveal that tools developed to support business design, creativity or visualization were systematically absent from the operationalization of complex, multi-sided business models. The paper contributes to our understanding in three ways: (1) it reveals how businesses with complex, multi-sided models are crafted using heuristics rather than rational business model design tools, (2) it highlights consistent relationships between the practices employed during business creation/reconfiguration and the business models that are adopted, and (3) it opens fruitful research avenues to develop tools to support heuristics in business design and implementation.

Suggested Citation

  • Ryan Rumble & Vincent Mangematin, 2015. "Business Model Implementation: The Antecedents of Multi-Sidedness," Grenoble Ecole de Management (Post-Print) hal-01183388, HAL.
    • Handle: RePEc:hal:gemptp:hal-01183388
    DOI: 10.1108/s0742-332220150000033021
    Note: View the original document on HAL open archive server: http://hal.grenoble-em.com/hal-01183388
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    References listed on IDEAS

    as
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    Cited by:

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    2. Thomas Moellers & Lars von der Burg & Bastian Bansemir & Max Pretzl & Oliver Gassmann, 2019. "System dynamics for corporate business model innovation," Electronic Markets, Springer;IIM University of St. Gallen, vol. 29(3), pages 387-406, September.
    3. Paolo Aversa & Annelore Huyghe & Giulia Bonadio, 2021. "First Impressions Stick: Market Entry Strategies and Category Priming in the Digital Domain," Journal of Management Studies, Wiley Blackwell, vol. 58(7), pages 1721-1760, November.
    4. Abbate, Tindara & Cesaroni, Fabrizio & Cinici, Maria Cristina & Villari, Massimo, 2019. "Business models for developing smart cities. A fuzzy set qualitative comparative analysis of an IoT platform," Technological Forecasting and Social Change, Elsevier, vol. 142(C), pages 183-193.
    5. Dinesh Panchal & Bala Krishnamoorthy, 2019. "Developing an Instrument for Business Model Dimensions: Exploring Linkages with Firm Competitiveness," International Journal of Global Business and Competitiveness, Springer, vol. 14(1), pages 24-41, December.
    6. Alexander Leischnig & Björn S. Ivens & Nadine Kammerlander, 2017. "A new conceptual lens for marketing: a configurational perspective based on the business model concept," AMS Review, Springer;Academy of Marketing Science, vol. 7(3), pages 138-153, December.
    7. Raphaël Maucuer & Alexandre Renaud, 2019. "Business Model Research: A Bibliometric Analysis of Origins and Trends," Post-Print hal-01918188, HAL.
    8. Trabucchi, Daniel & Talenti, Luca & Buganza, Tommaso, 2019. "How do Big Bang Disruptors look like? A Business Model perspective," Technological Forecasting and Social Change, Elsevier, vol. 141(C), pages 330-340.
    9. Baglieri, Daniela & Baldi, Francesco & Tucci, Christopher L., 2018. "University technology transfer office business models: One size does not fit all," Technovation, Elsevier, vol. 76, pages 51-63.
    10. Dorleta Ibarra & Ali Ziaee Bigdeli & Juan Ignacio Igartua & Jaione Ganzarain, 2020. "Business Model Innovation in Established SMEs: A Configurational Approach," JOItmC, MDPI, vol. 6(3), pages 1-22, September.

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    Keywords

    implementation; multi-sided; business model; QCA; heuristics; antecedent; configuration;
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