This case study analyzes how one of the world’s biggest building material suppliers implemented a business model innovation in parallel to its traditional business in Indonesia. The new business model exceeds the profit level of the conventional business and has become a promising business field. We investigate the role of ambidextrous firm behavior on multiple levels and over time for the implementation of the business model innovation. First, the company has organized the business model innovation based on domain separation. Second, it has steered various modes of ambidexterity across multiple domains and over time. In doing so, the company featured a highly dynamic ambidextrous behavior. Based on the in-depth case study, we contribute to literature on business model innovation and ambidexterity.
Language
English
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Business Innovation
Event Title
36th Strategic Management Society SMS Annual Conference