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The Effects of Culture and Structure on Strategic Flexibility During Business Model InnovationAdam Jay BockUniversity of Edinburgh - Business School Tore OpsahlImperial College London - Entrepreneurship, Innovation, and Technology Management Gerard GeorgeImperial College London David GannImperial College London - Innovation Studies Centre July 1, 2011 Journal of Management Studies, 2012 Abstract: 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, D21 Accepted Paper SeriesDate posted: January 10, 2010 ; Last revised: September 5, 2011Suggested CitationContact Information
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