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dc.contributor.authorKlang, David
dc.contributor.authorHacklin, Fredrik
dc.date.accessioned2017-12-02T15:00:37Z
dc.date.available2017-12-02T15:00:37Z
dc.date.issued2013
dc.identifier.doi10.1504/IJPD.2013.055013
dc.identifier.urihttp://hdl.handle.net/20.500.12127/5795
dc.description.abstractChanging environments challenge incumbent firms to retain the fit between their product market strategy and their business model as specific instances of a firm’s strategy and structure. Yet, as the business model depicts the pattern of a firm’s boundary-spanning transactions with customers, vendors and partners, a change in a focal firm’s business model necessitates managing its relationship to these three external parties accordingly. A multiple-case study of 16 firms in the Information and Communication Technology (ICT) sector serves to explore how incumbent firms can enable and support the business model changes that complement the changes in a firm’s product market strategy during technological convergence. The results show that three behavioural patterns – infringing, orchestrating and riding – enable and support the changes in an incumbent firm’s business model that complement those changes in a firm’s product market strategy. These patterns are discussed from the perspective of inter-organisational power and dependency.
dc.language.isoen
dc.publisherInderscience Publishers
dc.subjectContingency Theory
dc.subjectStrategy and Structure
dc.titleRetaining fit between business models and product market strategies in changing environments: behavioral patterns to reduce external dependency
dc.identifier.journalInternational Journal of Product Development
dc.source.volume18
dc.source.issue3/4
dc.source.beginpage311
dc.source.endpage343
dc.identifier.eissn1741-8178
vlerick.knowledgedomainEntrepreneurship
vlerick.typearticleJournal article
vlerick.vlerickdepartmentEGS
dc.identifier.vperid222419
dc.identifier.vperid229446
dc.identifier.vpubid7109


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