Publication Type

Journal Article

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 | 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

Copyright Owner and License

Authors

Creative Commons License

Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.

Additional URL

https://doi.org/10.1111/j.1467-6486.2011.01030.x

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