Unpacking Business Model Innovation Through an Attention-Based View

  • 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
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

Downloads

Download data is not yet available.

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.

References


Arend, R. J. (2013). The business model: Present and future – Beyond a skeumorph. Strategic Organization, 11(4), 390–402. doi: 10.1177/1476127013499636


Atkinson, P. & Hammersley, M. (1994). Ethnography and participant observation. In N. K. Denzin & Y. S. Lincoln (Eds.), Handbook of qualitative research (pp. 248–260). Thousand Oaks, CA: Sage.


Avadikyan, A., Lhuillery, S. & Negassi, S. (2016). Technological innovation, organizational change, and product-related services. M@n@gement, 19(4), 277–304. doi: 10.3917/mana.194.0277


Aversa, P., Haefliger, S. & Reza, D. G. (2017). Building a winning business model Portfolio. MIT Sloan Management Review, 58(4), 49–54. Retrieved from https://openaccess.city.ac.uk/id/eprint/17978


Aversa, P., Haefliger, S., Rossi, A. & Baden-Fuller, C. (2015). From business model to business modelling: Modularity and manipulation. In C. Baden-Fuller & V. Mangematin (Eds.), Business models and modelling, advances in strategic management (vol. 33, pp. 151–185). United Kingdom: Emerald Group.


Baden-Fuller, C. & Mangematin, V. (2015). Business models and modelling business models. In C. Baden-Fuller & V. Mangematin (Eds.), Business models and modelling (pp. xi–xxii). United Kingdom: Emerald Group.


Baden-Fuller, C. & Morgan, M. S. (2010). Business models as models. Long Range Planning, 43(2–3), 156–171. doi: 10.1016/j.lrp.2010.02.005


Bem, D. J. (1972). Self-perception theory. Advances in Experimental Psychology, New York, NY: Academic Press, 6(1), 1–62.


Berends, H., Smits, A., Reymen, I. & Podoynitsyna, K. (2016). Learning while (re)configuring: Business model innovation processes in established firms. Strategic Organization, 14(3), 181–219. doi: 10.1177/1476127016632758


Bettis, R. A. & Prahalad, C. K. (1995). The dominant logic: Retrospective and extension. Strategic Management Journal, 16(1), 5–14. doi: 10.1002/smj.4250160104


Bjorkdahl, J. (2009). Technology cross-fertilization and the business model: The case of integrating ICTs in mechanical engineering products. Research Policy, 38(9), 1468–1477. doi: 10.1016/j.respol.2009.07.006


Bjorkdahl, J. & Holmén, M. (2013). Editorial: Business model innovation – The challenges ahead. International Journal of Product Development, 18(3/4), 213–225.


Bohnsack, R., Pinkse, J. & Kolk, A. (2014). Business models for sustainable technologies: Exploring business model evolution in the case of electric vehicles. Research Policy, 43(2), 284–300. doi: 10.1016/j.respol.2013.10.014


Bojovic, N., Genet, C. & Sabatier, V. (2018). Learning, signaling, and convincing: The role of experimentation in the business modeling process. Long Range Planning, 51(1), 141–157. doi: 10.1016/j.lrp.2017.09.001


Bourgoin, A., Bencherki, N. & Faraj, S. (2019). “And Who Are You?”: A performative perspective on authority in organizations. Academy of Management Journal. doi: 10.5465/amj.2017.1335


Bourgoin, A. & Harvey, J.-F. (2018). Professional image under threat: Dealing with learning–credibility tension. Human Relations, 71(12), 1611–1639. doi: 10.1177/0018726718756168


Bromiley, P. (1991). Testing a causal model of corporate risk taking and performance. Academy of Management Journal, 34(1), 37–59. doi: 10.5465/256301


Bundy, J., Shropshire, C. & Buchholtz, A. K. (2013). Strategic cognition and issue salience: toward an explanation of firm responsiveness to stakeholder concerns. Academy of Management Review, 38(3), 352–376. doi: 10.5465/amr.2011.0179


Burgelman, R. A. (1983). Corporate entrepreneurship and strategic management: Insights from a process study. Management Science, 29(12), 1349–1364. doi: 10.1287/mnsc.29.12.1349


Burgelman, R. A. & Valikangas, L. (2005). Managing internal corporate venturing cycles. MIT Sloan Management Review, 46(4), 26–38.


Calori, R. (2002). Organizational development and the ontology of creative dialectical evolution. Organization, 9(1), 127–150. doi: 10.1177/1350508402009001352


Calori, R., Johnson, G. & Sarnin, P. (1994). CEOs’ cognitive maps and the scope of the organization. Strategic Management Journal, 15(6), 437–457. doi: 10.1002/smj.4250150603


Casadesus-Masanell, R. & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2–3), 195–215. doi: 10.1016/j.lrp.2010.01.004


Casadesus-Masanell, R. & Zhu, F. (2013). Business model innovation and competitive imitation: The case of sponsor-based business models. Strategic Management Journal, 34(4), 464–482. doi: 10.1002/smj.2022


Chesbrough, H. (2010). Business model innovation: Opportunities and barriers, Long Range Planning, 43(2–3), 354–363. doi: 10.1016/j.lrp.2009.07.010


Chesbrough, H. & Rosenbloom, R. S. (2002). The role of the business model in capturing value from innovation. Industrial and Corporate Change, 11(3), 529–555. doi: 10.1093/icc/11.3.529


Chesbrough, H. & Schwartz, K. (2007). Innovating business models with co-development partnerships. Research-Technology Management, 50(1), 55–59. doi: 10.1080/08956308.2007.11657419


Cortimiglia, M. N., Ghezzi, A. & Frank, A. G. (2015). Business model innovation and strategy making nexus: Evidence from a cross-industry mixed-methods study. R&D Management, 46(3), 414–432. doi: 10.1111/radm.12113


Cyert, R. M. & March, J. G. (1963). A behavioral theory of the firm (vol. 2). In J. B. Miner, Organizational behavior 2: Essential theories of process and structure (ch. 4, pp. 60–77). New York, NY: M. E. Sharpe.


D’Aveni, R. A. & MacMillan, I. C. (1990). Crisis and the content of managerial communications. Administrative Science Quarterly, 35(4), 634–657. doi: 10.2307/2393512


Dahlander, L. & O’Mahony, S. (2016). One foot in, one foot out: how does individuals’ external search breadth affect innovation outcomes? Strategic Management Journal, 37(2), 280–302. doi: 10.1002/smj.2342


Dane, E. (2013). Things seen and unseen: Investigating experience-based ualities of attention in a dynamic work setting. Organization Studies, 34(1), 45–78. doi: 10.1177/0170840612464752


Demil, B. & Lecocq, X. (2010). Business model evolution: In search of dynamic consistency. Long Range Planning, 43(2–3), 227–246. doi: 10.1016/j.lrp.2010.02.004


Demil, B. & Lecocq, X. (2015). Crafting an innovative business model in an established company: The role of artifacts. In C. Baden-Fuller & V. Mangematin (Eds.), Business models and modelling (pp. 31–58). United Kingdom: Emerald Group.


Demil, B., Lecocq, X., Ricart, J. E. & Zott, C. (2015). Introduction to the SEJ Special Issue on business models: Business models within the domain of strategic entrepreneurship. Strategic Entrepreneurship Journal, 9(1), 1–11. doi: 10.1002/sej.1194


Doganova, L. & Eyquem-Renault, M. (2009). What do business models do? Research Policy, 38(10), 1559–1570. doi: 10.1016/j.respol.2009.08.002


Dutton, J. E. (1997). Strategic agenda building in organizations. In Z. Shapira (Ed.), Organizational decision making (pp. 81–105). Cambridge, MA: Cambridge University Press.


Dutton, J. E. & Ashford, S. J. (1993). Selling issues to top management. Academy of Management Review, 18(3), 397–428. doi: 10.5465/amr.1993.9309035145


Eisenhardt, K. M. & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. The Academy of Management Journal, 50(1), 25–32. doi: 10.5465/amj.2007.24160888


European Commission. (2014). The need for innovations in business models. DG research and innovation.


Festinger, L. (1957). A theory of dissonance cognitive. Row: Evanston.


Foss, N. J. & Saebi, T. (2015). Business models and business model innovation: Bringing organization into the discussion. In N. J. Foss & T. Saebi (Eds.), Business model innovation (pp. 1–23). Oxford: Oxford University Press.


Foss, N. J. & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200–227. doi: 10.1177/0149206316675927


Frankenberger, K. & Sauer, R. (2019). Cognitive antecedents of business models: Exploring the link between attention and business model design over time. Long Range Planning, 52(3), 283–304. doi: 10.1016/j.lrp.2018.05.001


Fréchet, M. & Goy, H. (2017). Does strategy formalization foster innovation? Evidence from a French sample of small to medium-sized enterprises. M@n@gement, 20(3), 266–286. doi: 10.3917/mana.203.0266


Gavetti, G. & Ocasio, W. (2015). Cognition & strategy. United Kingdom: Emerald Group.


Giesen, E., Berman, S. J., Bell, R. & Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy & Leadership, 35(6), 27–33. doi: 10.1108/10878570710833732


Gioia, D. A., Corley, K. G. & Hamilton, A. L. (2013). Seeking qualitative rigor in inductive research notes on the Gioia methodology. Organizational Research Methods, 16(1), 15–31. doi: 10.1177/1094428112452151


Gioia, D. A., Price, K. N., Hamilton, A. L., & Thomas, J. B. (2010). Forging an identity: An insider-outsider study of processes involved in the formation of organizational identity. Administrative Science Quarterly, 55(1), 1–46. doi: 10.2189/asqu.2010.55.1.1


Glaser, B. G. & Strauss, A. L. (2017). Discovery of grounded theory: Strategies for qualitative research. London: Routledge.


Govindarajan, V. & Trimble, C. (2011). The CEO’s role in business model reinvention. Harvard Business Review, 89(1–2), 108–114. PMID: 21370808.


Greve, H. R. (2008). A behavioral theory of firm growth: Sequential attention to size and performance goals. Academy of Management Journal, 51(3), 476–494. doi: 10.5465/amj.2008.32625975


Hacklin, F., Bjorkdahl, J. & Wallin, M. W. (2018). Strategies for business model innovation: How firms reel in migrating value. Long Range Planning, 51(1), 82–110. doi: 10.1016/j.lrp.2017.06.009


Hansen, M. T., & Haas, M. R. (2001). Competing for attention in knowledge markets: electronic document dissemination in a management consulting company. Administrative Science Quarterly, 46(1), 1–28. doi: 10.2307/2667123


IBM Corporation. (2008). The Enterprise of the Future: IBM Global CEO Study 2008, IBM Corporation.


Joseph, J. & Ocasio, W. (2012). Architecture, attention, and adaptation in the multibusiness firm: General electric from 1951 to 2001. Strategic Management Journal, 33(6), 633–660. doi: 10.1002/smj.1971


Khanagh, 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 Management, 44(3), 322–340. doi: 10.1111/radm.12070


Kim, B., Kim, E. & Foss, N. J. (2016). Balancing absorptive capacity and inbound open innovation for sustained innovative performance: An attention-based view. European Management Journal, 34(1), 80–90. doi: 10.1016/j.emj.2015.10.002


Kim, S. K. & Min, S. (2015). Business model innovation performance: When does adding a new business model benefit an incumbent? Strategic Entrepreneurship Journal, 9(1), 34–57. doi: 10.1002/sej.1193


Klingebiel, R. & Rammer, C. (2014). Resource allocation strategy for innovation portfolio management. Strategic Management Journal, 35(2), 246–268. doi: 10.1002/smj.2107


Langley, A. (1999). Strategies for theorizing strategies from process data. Academy of Management Review, 24(4), 691–710. doi: 10.5465/amr.1999.2553248


Laudien, S. M. & Daxböck, B. (2016). Path dependence as a barrier to business model change in manufacturing firms: Insights from a multiple-case study. Journal of Business Economics, 86(6), 611–645. doi: 10.1007/s11573-015-0793-1


Laszczuk, A. & Garreau, L. (2018). The sibylline research diary. Finance Contrôle Stratégie, 21(3), 1–26. doi: 10.4000/fcs.3519


Lecocq, X., Demil, B. & Ventura, J. (2010). Business models as a research program in strategic management: An appraisal based on Lakatos. M@n@gement, 13(4), 214–225. doi: 10.3917/mana.134.0214


Lehoux, P., Daudelin, G., Williams-Jones, B., Denis, J. L., et al. (2014). How do business model and health technology design influence each other? Insights from a longitudinal case study of three academic spin-offs. Research Policy, 43(6), 1025–1038. doi: 10.1016/j.respol.2014.02.001


Li, Q., Maggitti, P. G., Smith, K. G., Tesluk, P. E., et al. (2013). Top management attention to innovation: The role of search selection and intensity in new product introductions. Academy of Management Journal, 56(3), 893–916. doi: 10.5465/amj.2010.0844


Lindgardt, Z., Reeves, M., Stalk, G. & Deimler, M. S. (2009). Business model innovation. When the game gets tough, change the game. Boston, MA: The Boston Consulting Group.


Makri, M., Lane, P. J. & Gomez-Mejia, L. R. (2006). CEO incentives, innovation, and performance in technology-intensive firms: A reconciliation of outcome and behavior-based incentive schemes. Strategic Management Journal, 27(11), 1057–1080. doi: 10.1002/smj.560


Mangematin, V., Ravarini, A. M. & Sharkey Scott, P. (2017). Practitioner insights on business models and future directions. Journal of Business Strategy, 38(2), 3–5. doi: 10.1108/JBS-10-2016-0130


Markides, C. & Charitou, C. D. (2004). Competing with dual business models: A contingency approach. Academy of Management Executive, 18(3), 1–16. doi: 10.5465/ame.2004.14776164


Markides, C. C. (2013). Business model innovation: What can the ambidexterity literature teach US? Academy of Management Perspectives, 27(4), 313–323. doi: 10.5465/amp.2012.0172


Martins, L. L., Rindova, V. P. & Greenbaum, B. E. (2015). Unlocking the hidden value of concepts: A cognitive approach to business model innovation. Strategic Entrepreneurship Journal, 9(1), 99–117. doi: 10.1002/sej.1191


Massa, L., & Tucci, C. L. (2014). Business model innovation. In M. Dodgson, D. M. Gann & N. Phillips (Eds.), The Oxford handbook of innovation management (pp. 420–441). Oxford: Oxford University Press.


Massa, L., Tucci, C. L. & Afuah, A. (2017). A critical assessment of business model research. The Academy of Management Annals, 11(2), 73–104. doi: 10.5465/annals.2014.0072


Maucuer, R. & Renaud, A. (2019). Business model research: A bibliometric analysis of origins and trends. M@N@gement, 22(2), 176–215. doi: 10.3917/mana.222.0176


McMullen, J. S., Shepherd, D. A. & Patzelt, H. (2009). Managerial (in)attention to competitive threats. Journal of Management Studies, 46(2), 157–181. doi: 10.1111/j.1467-6486.2008.00799.x


Mezger, F. (2014). Toward a capability-based conceptualization of business model innovation: Insights from an explorative study. R&D Management, 44(5), 429–449. doi: 10.1111/radm.12076


Mintzberg, H. & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272. doi: 10.1002/smj.4250060306


Moingeon, B. & Lehmann-Ortega, L. (2010). Creation and implementation of a new business model: A disarming case study. M@n@gement, 13(4), 266–297. doi: 10.3917/mana.134.0266


Morris, M. Schindehutte, M. & Allen, J. (2005). The entrepreneur’s business model: Toward a unified perspective. Journal of Business Research, 58(6), 726–735. doi: 10.1016/j.jbusres.2003.11.001


Naveh, E. & Erez, M. (2004). Innovation and attention to detail in the quality improvement paradigm. Management Science, 50(11), 1576–1586. doi: 10.1287/mnsc.1040.0272


Nigam, A. & Ocasio, W. (2010). Event attention, environmental sensemaking, and change in institutional logics: An inductive analysis of the effects of public attention to Clinton’s health care reform initiative. Organization Science, 21(4), 823–841. doi: 10.1287/orsc.1090.0490


Ocasio, W. (1997). Towards an attention-based view of the firm. Strategic Management Journal, 18, 187–206. doi: 10.1002/(SICI)1097-0266(199707)18:1+%3C187::AID-SMJ936%3E3.3.CO;2-B


Ocasio, W. (2011). Attention to attention. Organization Science, 22(5), 1286–1296. doi: 10.1287/orsc.1100.0602


Ocasio, W., Laamanen, T. & Vaara, E. (2018). Communication and attention dynamics: An attention-based view of strategic change. Strategic Management Journal, 39(1), 155–167. doi: 10.1002/smj.2702


Orvain, J. (2014). Organizational qui-vive: An intermediate approach to structuring the link between attention and action. M@n@gement, 17(5), 346–370. doi: 10.3917/mana.175.0346


Osiyevskyy, O. & Dewald, J. (2015). Explorative versus exploitative business model change: The cognitive antecedents of firm-level responses to disruptive innovation. Strategic Entrepreneurship Journal, 9(1), 58–78. doi: 10.1002/sej.1192


Osterwalder, A. & Pigneur, Y. (2010). Business model generation: A handbook for visionaries, game changers, and challengers. Hebaken, NJ: John Wiley & Sons.


Piezunka, H. & Dahlander, L. (2015). Distant search, narrow attention: How crowding alters organizations’ filtering of suggestions in crowdsourcing. Academy of Management Journal, 58(3), 856–880. doi: 10.5465/amj.2012.0458


Rerup, C. (2009). Attentional triangulation: Learning from unexpected rare crises. Organization Science, 20(5), 876–893. doi: 10.1287/orsc.1090.0467


Rhee, L. & Leonardi, P. M. (2018). Which pathway to good ideas? An attention-based view of innovation in social networks. Strategic Management Journal, 39(4), 1188–1215. doi: 10.1002/smj.2755


Rumble, R. & Mangematin, V. (2015). Business model implementation: The antecedents of multi-sidedness. In C. Baden-Fuller & V. Mangematin (Eds.), Business models and modelling, advances in strategic management (vol. 33, pp. 97–131). United Kingdom: Emerald Group.


Sabatier, V., Mangematin, V. & Rousselle, T. (2010). From recipe to dinner: Business model portfolios in the European biopharmaceutical industry. Long Range Planning, 43(2–3): 431–447. doi: 10.1016/j.lrp.2010.02.001


Saebi, T., Lien, L. & Foss, N. J. (2017). What drives business model adaptation? The impact of opportunities, threats and strategic orientation. Long Range Planning, 50(5), 567–581. doi: 10.1016/j.lrp.2016.06.006


Sakhdari, K. (2016). Corporate entrepreneurship: A review and future research agenda. Technology Innovation Management Review, 6(8), 5–18. doi: 10.22215/timreview/1007


Santos, J. F. P. D., Spector, B., & Van Der Heyden, L. (2015). Toward a theory of business model change. In N. J. Foss & T. Saebi (Eds.), Business model innovation (pp. 43–63). Oxford: Oxford University Press.


Schneckenberg, D., Velamuri, V. K., Comberg, C. & Spieth, P. (2017). Business model innovation and decision making: Uncovering mechanisms for coping with uncertainty. R&D Management, 47(3), 404–419. doi: 10.1111/radm.12205


Schneider, S. & Spieth, P. (2013). Business model innovation: Towards an integrated future research agenda. International Journal of Innovation Management, 17(1), 1340001 - 1–34. doi: 10.1142/S136391961340001X


Sharma, P. & Chrisman, J. J. (1999). Toward a reconciliation of the definitional issues in the field of corporate entrepreneurship. Entrepreneurship Theory and Practice, 23(3), 11–27. doi: 10.1177/104225879902300302


Shepherd, D. A., McMullen, J. S. & Ocasio, W. (2017). Is that an opportunity? An attention model of top managers’ opportunity beliefs for strategic action. Strategic Management Journal, 38(3), 626–644. doi: 10.1002/smj.2499


Simon, H. A. (1947). Administrative behavior. Chicago, IL: Macmillan.


Smith, W. K., Binns, A. & Tushman, M. L. (2010). Complex business models: Managing strategic paradoxes simultaneously. Long Range Planning, 43(2–3), 448–461. doi: 10.1002/smj.2499


Snihur, Y. & Tarzijan, J. (2018). Managing complexity in a multi-business-model organization. Long Range Planning, 51(1), 50–63. doi: 10.1016/j.lrp.2017.06.010


Snihur, Y. & Wiklund, J. (2019). Searching for innovation: Product, process, and business model innovations and search behavior in established firms. Long Range Planning, 52(3), 305–325. doi: 10.1016/j.lrp.2018.05.003


Sosna, M., Trevinyo-Rodriguez, R. N. & Velamuri, S. R. (2010). Business model innovation through trial-and-error learning. Long Range Planning, 43(2–3), 383–407. doi: 10.1016/j.lrp.2010.02.003


Stanko, T. L. & Beckman, C. M. (2015). Watching you watching me: Boundary control and capturing attention in the context of ubiquitous technology use. Academy of Management Journal, 58(3), 712–738. doi: 10.5465/amj.2012.0911


Surroca, J., Prior, D. & TribóGiné, J. A. (2016). Using panel data DEA to measure CEOs’ focus of attention: An application to the study of cognitive group membership and performance. Strategic Management Journal, 37(2), 370–388. doi: 10.1002/smj.2350


Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194. doi: 10.1016/j.lrp.2009.07.003


Tripsas, M. & Gavetti, G. (2000). Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal, 21(10/11), 1147–1161. doi: 10.1002/1097-0266(200010/11)21:10/11%3C1147:AID-SMJ128%3E3.0.CO;2-R


Van De Ven, A. H. (1992). Suggestions for studying strategy process: A research note. Strategic Management Journal, 13, 169–191. doi: 10.1002/smj.4250131013


Velu, C. & Stiles, P. (2013). Managing decision-making and cannibalization for parallel business models. Long Range Planning, 46(6), 443–458. doi: 10.1016/j.lrp.2013.08.003


Vuori, T. O. & Huy, Q. N. (2016). Distributed attention and shared emotions in the innovation process. Administrative Science Quarterly, 61(1), 9–51. doi: 10.1177/0001839215606951


Walrave, B., Romme, A. G. L., van Oorschot, K. E. & Langerak, F. (2017). Managerial attention to exploitation versus exploration: Toward a dynamic perspective on ambidexterity. Industrial and Corporate Change, 26(6), 1145–1160. doi: 10.1093/icc/dtx015


Weick, K. E. (1995). Sensemaking in organizations. Thousand Oaks, CA: Sage.


Weick, K. E. & Sutcliffe, K. M. (2006). Mindfulness and the quality of organizational attention. Organization Science, 17(4), 514–524. doi: 10.1287/orsc.1060.0196


Weick, K. E. & Sutcliffe, K. M. (2008). Information overload revisited. In G. P. Hodgkinson & W. H. Starbuck (Eds.), The Oxford handbook of organizational decision making (pp. 56–75). Oxford: Oxford University Press.


Winterhalter, S., Weiblen, T., Wecht, C. H. & Gassmann, O. (2017). Business model innovation processes in large corporations: insights from BASF. Journal of Business Strategy, 38(2), 62–75. doi: 10.1108/JBS-10-2016-0116


Yadav, M. S., Prabhu, J. C. & Chandy, R. K. (2007). Managing the future: CEO attention and innovation outcomes. Journal of Marketing, 71(4), 84–101. doi: 10.1509/jmkg.71.4.084


Yin, R. K. (2013). Case study research: Design and methods. Thousand Oaks, CA: Sage.


Zott, C. & Amit, R. (2007). Business model design and the performance of entrepreneurial firms. Organization Science, 18(2), 181–199. doi: 10.1287/orsc.1060.0232


Zott, C. & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2–3), 216–226. doi: 10.1016/j.lrp.2009.07.004

Published
2020-03-31
How to Cite
Laszczuk, A., & Mayer, J. C. (2020). Unpacking Business Model Innovation Through an Attention-Based View. M@n@gement, 23(1), 38-60. https://doi.org/10.37725/mgmt.v23.4426
Section
Original Research Articles