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Crafting an innovative business model in an established company: the role of artifacts

Author

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  • Benoît Demil

    (LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique)

  • Xavier Lecocq

    (LEM - Lille économie management - UMR 9221 - UA - Université d'Artois - UCL - Université catholique de Lille - Université de Lille - CNRS - Centre National de la Recherche Scientifique)

Abstract

Business models can be considered as cognitive models that managers or analysts can use to describe, understand, or test business activities. However, the emergence of a new business model requires not only cognitive operations but also concrete modifications to the realities of a company's operations and structures. In this paper, we adopt a sociomaterial view of organizational change based on actor-network theory, and underline the role of artifacts in the emergence of new business models. We base our discussion on a case study of a French leader in kitchen electric appliances. Despite the fact that the building of its new business model is still in progress, this empirical study provides important suggestions concerning the role of artifacts.

Suggested Citation

  • Benoît Demil & Xavier Lecocq, 2015. "Crafting an innovative business model in an established company: the role of artifacts," Post-Print hal-01609547, HAL.
    • Handle: RePEc:hal:journl:hal-01609547
    DOI: 10.1108/S0742-332220150000033003
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    Cited by:

    1. Snihur, Yuliya & Lamine, Wadid & Wright, Mike, 2021. "Educating engineers to develop new business models: Exploiting entrepreneurial opportunities in technology-based firms," Technological Forecasting and Social Change, Elsevier, vol. 164(C).
    2. Jérémy Tantely Ranjatoelina, 2016. "What is an inclusive business model? An 'extended resource-based theory' definition grounded on an investigation of three diversified inclusive enterprises in France [Qu'est-ce qu'un business model," Post-Print hal-01987165, HAL.
    3. Jérémy Tantely Ranjatoelina, 2017. "The inclusive business model revisited. An 'extended resource-based theory' definition built on the investigation of three diversified inclusive enterprises in France," Post-Print hal-01987169, HAL.
    4. Best, Bernadette & Miller, Kristel & McAdam, Rodney & Moffett, Sandra, 2021. "Mission or margin? Using dynamic capabilities to manage tensions in social purpose organisations’ business model innovation," Journal of Business Research, Elsevier, vol. 125(C), pages 643-657.
    5. Cillo, Paola & Priem, Richard L. & Verona, Gianmario & Zanella, Paola, 2021. "Consumer-CEO interaction as catalyst for business model innovation in established firms," Journal of Business Research, Elsevier, vol. 131(C), pages 241-253.
    6. Maria Rosa De Giacomo & Raimund Bleischwitz, 2020. "Business models for environmental sustainability: Contemporary shortcomings and some perspectives," Business Strategy and the Environment, Wiley Blackwell, vol. 29(8), pages 3352-3369, December.
    7. Heider, Anne & Gerken, Maike & van Dinther, Nicolas & Hülsbeck, Marcel, 2021. "Business model innovation through dynamic capabilities in small and medium enterprises – Evidence from the German Mittelstand," Journal of Business Research, Elsevier, vol. 130(C), pages 635-645.
    8. Charles Baden-Fuller & Vincent Mangematin, 2015. "Business Models and Modelling Business Models," Grenoble Ecole de Management (Post-Print) hal-01183386, HAL.
    9. 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.
    10. Kajsa Ahlgren Ode & Céline Louche, 2022. "A business model pattern arrives... and then? A translation perspective on business model innovation in established firms," Post-Print hal-03633349, HAL.
    11. Cosenz, Federico & Bivona, Enzo, 2021. "Fostering growth patterns of SMEs through business model innovation. A tailored dynamic business modelling approach," Journal of Business Research, Elsevier, vol. 130(C), pages 658-669.
    12. Rémi Beulque & Franck Aggeri & Fabrice Abraham & Stéphane Morel, 2018. "Circular Business Models: towards a sustainable value creation and capture ? Lessons learnt from the automotive recycling and reuse [Business models circulaires : vers une création et captation de ," Post-Print hal-01615553, HAL.
    13. Jérémy Tantely Ranjatoelina, 2019. "Le business model inclusif revisité : une (re)définition inscrite dans la "théorie étendue des ressources" et construite sur l'investigation de trois entreprises inclusives en France," Post-Print hal-02145768, HAL.
    14. Jérémy Tantely Ranjatoelina, 2017. "What is an Inclusive Business Model ? An 'extended resource-based theory' definition built on the investigation of three inclusive enterprises in France," Post-Print hal-01987171, HAL.
    15. Rémi Beulque & Franck Aggeri & Fabrice Abraham & Stéphane Morel, 2018. "Circular Business Models: towards sustainable value creation and capture ? Lessons learnt from the automotive recycling and reuse
      [Business models circulaires : vers des création et captation de va      ," Post-Print hal-02094674, HAL.
    16. Charles Baden-Fuller & Vincent Mangematin, 2015. "Business Models and Modelling Business Models," Post-Print hal-01183386, HAL.
    17. Reficco, Ezequiel & Layrisse, Francisco & Barrios, Andres, 2021. "From donation-based NPO to social enterprise: A journey of transformation through business-model innovation," Journal of Business Research, Elsevier, vol. 125(C), pages 720-732.
    18. Juliana Zapata Riveros & Matthias Speich & Mirjam West & Silvia Ulli-Beer, 2021. "Combining Business Model Innovation and Model-Based Analysis to Tackle the Deep Uncertainty of Societal Transitions—A Case Study on Industrial Electrification and Power Grid Management," Sustainability, MDPI, vol. 13(13), pages 1-29, June.
    19. repec:hal:gemwpa:hal-01183386 is not listed on IDEAS

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