How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation

Randhawa, K; Wilden, R; Gudergan, S

How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation

Randhawa, K

Wilden, R Gudergan, S

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Publisher:: Elsevier
Publication Type:: Journal Article
Citation:: Journal of Business Research, 2021, 130, pp. 618-634
Issue Date:: 2021-01-01

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Field	Value	Language
dc.contributor.author	Randhawa, K https://orcid.org/0000-0001-6972-2827
dc.contributor.author	Wilden, R
dc.contributor.author	Gudergan, S
dc.date.accessioned	2021-12-20T21:19:39Z
dc.date.available	2021-12-20T21:19:39Z
dc.date.issued	2021-01-01
dc.identifier.citation	Journal of Business Research, 2021, 130, pp. 618-634
dc.identifier.issn	0148-2963
dc.identifier.uri	http://hdl.handle.net/10453/152420
dc.description.abstract	Designing a business model is not a one-off process; adjustments are often required. To create such adjustments and realize business model innovation, firms require the deployment of dynamic capabilities. Yet, we know little about the role of dynamic capabilities in fostering business model innovation, particularly in SMEs. This research, designed as an in-depth longitudinal case study, investigates how an SME's market orientation and its deployment of dynamic capabilities are related to business model innovation. By developing a process framework of an SME's business model innovation from start-up to scale-up, this paper contributes to the literatures on business model (innovation), small business, and dynamic capabilities. It clarifies how an SME's market orientation, through the fitting deployment of its dynamic capabilities, drives its business model innovation. More specifically, this study characterizes market-driving, market-driven, and ambidextrous business models in the SME context, and reveals the exact dynamic capability processes necessary for transforming a business model from market-driving to market-driven, and ultimately to a model reflecting an ambidextrous market orientation. These insights outline how SMEs can deploy dynamic capabilities that align with the SME's market orientation to innovate the design and architecture of their business models.
dc.language	en
dc.publisher	Elsevier
dc.relation.ispartof	Journal of Business Research
dc.relation.isbasedon	10.1016/j.jbusres.2020.05.046
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	1505 Marketing
dc.subject.classification	Marketing
dc.title	How to innovate toward an ambidextrous business model? The role of dynamic capabilities and market orientation
dc.type	Journal Article
utslib.citation.volume	130
utslib.for	1505 Marketing
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2021-12-20T21:19:38Z
pubs.publication-status	Published
pubs.volume	130

Abstract:

Designing a business model is not a one-off process; adjustments are often required. To create such adjustments and realize business model innovation, firms require the deployment of dynamic capabilities. Yet, we know little about the role of dynamic capabilities in fostering business model innovation, particularly in SMEs. This research, designed as an in-depth longitudinal case study, investigates how an SME's market orientation and its deployment of dynamic capabilities are related to business model innovation. By developing a process framework of an SME's business model innovation from start-up to scale-up, this paper contributes to the literatures on business model (innovation), small business, and dynamic capabilities. It clarifies how an SME's market orientation, through the fitting deployment of its dynamic capabilities, drives its business model innovation. More specifically, this study characterizes market-driving, market-driven, and ambidextrous business models in the SME context, and reveals the exact dynamic capability processes necessary for transforming a business model from market-driving to market-driven, and ultimately to a model reflecting an ambidextrous market orientation. These insights outline how SMEs can deploy dynamic capabilities that align with the SME's market orientation to innovate the design and architecture of their business models.

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http://hdl.handle.net/10453/152420