Please use this identifier to cite or link to this item: https://hdl.handle.net/10419/293957 
Year of Publication: 
2022
Citation: 
[Journal:] Journal of Management Studies [ISSN:] 1467-6486 [Volume:] 61 [Issue:] 3 [Publisher:] Wiley [Place:] Hoboken, NJ [Year:] 2022 [Pages:] 926-967
Publisher: 
Wiley, Hoboken, NJ
Abstract: 
Studies on business model innovation (BMI) have largely focused on firm performance, neglecting outcomes of BMI beyond financial performance indicators. Research lacks empirical findings from the internal organizational dynamics following the inherent transformation process induced by BMI. Rooting our analysis in configuration theory, the purpose of this paper is to shed light on the organizational impact of BMI. We employ the person-organization fit concept and assess (unintentional) changes in the fit relationship subsequent to BMI. Our findings suggest that incremental BMI enhances fit whereas radical BMI decreases it. We further discuss the theoretical and practical implications of our study.
Subjects: 
business model innovation
organizational impact
configuration theory
momentum period
transition period
person‐organization fit
Persistent Identifier of the first edition: 
Creative Commons License: 
cc-by-nc-nd Logo
Document Type: 
Article
Document Version: 
Published Version

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