The Effects of Culture and Structure on Strategic Flexibility During Business Model Innovation
Adam Jay Bock
University of Edinburgh - Business School
Imperial College London - Entrepreneurship, Innovation, and Technology Management
Imperial College London
Imperial College London - Innovation Studies Centre
July 1, 2011
Journal of Management Studies, 2012
This study uses responses from 107 multinational firms to reveal CEO perceptions of the drivers of strategic flexibility during business model innovation. While the positive effect of creative culture is confirmed, partner reliance reduces strategic flexibility during business model innovation. Further, structural change is disaggregated into efforts that either focus managerial attention on core activities or reconfigure existing activities. CEOs perceive that structural flexibility requires structural simplification while retaining control of non-core functions. We find that the relative magnitude of business model innovation effort moderates the effect of reconfiguration on strategic flexibility. The implications for theories of organizational design and dynamic capabilities are discussed.
Number of Pages in PDF File: 44
Keywords: strategic flexibility, business model, innovation, formal organization, structure, culture
JEL Classification: M1, M13, L20, D21Accepted Paper Series
Date posted: January 10, 2010 ; Last revised: September 5, 2011
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