Bitte verwenden Sie diesen Link, um diese Publikation zu zitieren, oder auf sie als Internetquelle zu verweisen: https://hdl.handle.net/10419/294704 
Erscheinungsjahr: 
2023
Quellenangabe: 
[Journal:] Cogent Business & Management [ISSN:] 2331-1975 [Volume:] 10 [Issue:] 3 [Article No.:] 2275364 [Year:] 2023 [Pages:] 1-21
Verlag: 
Taylor & Francis, Abingdon
Zusammenfassung: 
While many firms manage multiple business models concurrently, little is known about how they successfully transition to a portfolio of business models and even less about how this process unfolds in the context of sustainability. In this qualitative in-depth case study, we focus on the transition from a single business model to a portfolio that includes novel sustainable business models and study how an organization manages contradicting demands during this process. Our findings suggest that the transition is a dynamic and iterative transformation process whereby managers navigate contradictory demands by using specific balancing mechanisms, which we identified as bridging and segmenting. We propose a novel model explaining the transition process and offer an understanding of how transitions towards sustainable business models can be navigated and potentially accelerated.
Schlagwörter: 
Ambidexterity
Business Model Innovation
business Model Portfolio
Contradictory Demands
Sustainability
Transition
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