Unpacking Business Model Innovation Through an Attention-Based View

Alexis Laszczuk; Julie C. Mayer

doi:10.37725/mgmt.v23.4426

Alexis Laszczuk ESSCA School of Management, Boulogne-Billancourt, France
Julie C. Mayer Université Paris-Dauphine, UMR CNRS 7088 – PSL, Management et Organisation (M&O), Paris, France

DOI: https://doi.org/10.37725/mgmt.v23.4426

Keywords: Business model innovation, Attention-based view, Strategy, Qualitative study, Observation

Abstract

Attention is considered as a critical driver for business model (BM) innovation in established firms, where existing activities already absorb internal actors’ time and effort. Although previous studies acknowledge the role of attention to detect opportunities or to generate new ideas, we still need to understand how actors deal with attentional tensions inherent in the development of a new additive BM. This article addresses this issue by adopting an attention-based view of BM innovation, that is, by examining the forms of attention involved in the process of developing a new BM. Through a longitudinal study in a small consulting company, we unfold an incremental and ongoing process of new BM development. Our findings identify three attentional stages triggered by specific mechanisms that drive BM innovation, from detecting new ideas to their implementation. The attentional perspective we use in this study revises the role of a prevailing BM in the emergence of new business logics in established firms. While previous studies consider it as an impediment for BM innovation, we reveal that actors can develop new BMs by navigating between differentiation and consistency with the prevailing BM.

Manuscript accepted by Thomas Roulet

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Author Biographies

Alexis Laszczuk, ESSCA School of Management, Boulogne-Billancourt, France

Alexis Laszczuk is an Assistant Professor of Strategy and Management at ESSCA School of Management and a former consultant. He holds a PhD in Management Sciences from the University of Paris-Dauphine. His research interests include business models, legitimacy, consulting activities and public services.

Julie C. Mayer, Université Paris-Dauphine, UMR CNRS 7088 – PSL, Management et Organisation (M&O), Paris, France

Julie Mayer is an Assistant Professor in Strategy and Organization at the University of Paris-Dauphine. She holds a PhD in Management Sciences from the University of Paris-Dauphine. Her research interests include risk management, attention and energy transition.

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