Publication Type
Journal Article
Version
acceptedVersion
Publication Date
3-2012
Abstract
This study uses responses from 107 multinational firms to reveal CEO perceptions of the drivers of strategic flexibility during business model innovation. While the positive effect of creative culture is confirmed, partner reliance reduces strategic flexibility during business model innovation. Further, structural change is disaggregated into efforts that either focus managerial attention on core activities or reconfigure existing activities. CEOs perceive that structural flexibility requires structural simplification while retaining control of non-core functions. We find that the relative magnitude of business model innovation effort moderates the effect of reconfiguration on strategic flexibility. The implications for theories of organizational design and dynamic capabilities are discussed.
Keywords
business model innovation, capabilities, CEO, global, strategic flexibility, structure
Discipline
Business | Organizational Behavior and Theory | Strategic Management Policy | Technology and Innovation
Research Areas
Strategy and Organisation
Publication
Journal of Management Studies
Volume
49
Issue
2
First Page
279
Last Page
305
ISSN
0022-2380
Identifier
10.1111/j.1467-6486.2011.01030.x
Publisher
Wiley
Citation
BOCK, Adam J.; OPSAHL, Tore; GEORGE, Gerard; and GANN, David M..
The Effects of Culture and Structure on Strategic Flexibility during Business Model Innovation. (2012). Journal of Management Studies. 49, (2), 279-305.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/4675
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1111/j.1467-6486.2011.01030.x
Included in
Organizational Behavior and Theory Commons, Strategic Management Policy Commons, Technology and Innovation Commons