Business Model Transfer to Emerging Markets: A Case in the Construction Business

This study explores in what way ambidextrous firm behavior supported the successful implementation of a business model innovation at a traditional construction material company. We analyze how one of the worldwide leading producers in this industry has launched a novel business model in an emerging market. By analyzing the implementation process of the business model's value chain activities, we find that the use of four different modes of ambidexterity, namely contextual, temporal, structural and domain separation facilitated the successful implementation of the new business model.