Business Model Transfer to Emerging Markets: A Case in the Construction Business
Type
conference paper
Date Issued
2015-06-26
Author(s)
Abstract
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.
Language
English
Keywords
Business model innovation; ambidexterity
emerging markets
HSG Classification
contribution to scientific community
HSG Profile Area
SoM - Business Innovation
Refereed
Yes
Start page
1
End page
10
Pages
10
Event Title
R&D Management Conference (RADMA) 2015
Event Location
Pisa
Event Date
23.-26.06.2015
Subject(s)
Division(s)
Eprints ID
241268