Business model innovation as crisis response strategy
Breier, Matthias (2022-05-25)
Väitöskirja
25.05.2022
Lappeenranta-Lahti University of Technology LUT
Acta Universitatis Lappeenrantaensis
School of Business and Management
School of Business and Management, Kauppatieteet
Kaikki oikeudet pidätetään.
Julkaisun pysyvä osoite on
https://urn.fi/URN:ISBN:978-952-335-814-0
https://urn.fi/URN:ISBN:978-952-335-814-0
Tiivistelmä
The world was hit by one of the hardest crises in modern history starting in December 2019, with the COVID-19 pandemic impacting companies and their business activities across the planet. Governments extensively restricted public, business, and social life, and as a result had to financially support companies to ensure their continued operation. Companies however cannot merely hope for government support during a crisis. They also have to analyze their situation, and define the changes necessary for creating a strategy that allows them to respond to their changed environment. Here, companies attempt to survive, and in the best case grow stronger in a crisis.
This doctoral thesis investigates how companies use business model innovation as a strategic response strategy to survive crises and profit from them; it consists of two parts. Part I addresses the background of the publications therein, establishing a synthesis of the results identified through them. Part II presents the four publications that comprise the foundation of this doctoral thesis.
This doctoral thesis applies different methodologies to investigate its overall research question regarding how business model innovation can be used as a crisis response strategy. A bibliometric analysis was conducted to do this, followed by empirical analysis based on expert interviews and multiple case studies.
The results highlight that business model innovation is often triggered by crises, and that this is a solution for companies of different industries and sizes to cope with them. These companies change their business model long-term, while also creating temporary business models in the short-term to overcome their crisis. Moreover, industry-specific enhancing and inhibiting factors influence whether companies follow a proactive strategy or not. The behavior of these companies is therefore strongly tied to external changes during a crisis. The results of this thesis furthermore suggest that the theories developed can support companies during normal, non-crisis times as well.
This doctoral thesis investigates how companies use business model innovation as a strategic response strategy to survive crises and profit from them; it consists of two parts. Part I addresses the background of the publications therein, establishing a synthesis of the results identified through them. Part II presents the four publications that comprise the foundation of this doctoral thesis.
This doctoral thesis applies different methodologies to investigate its overall research question regarding how business model innovation can be used as a crisis response strategy. A bibliometric analysis was conducted to do this, followed by empirical analysis based on expert interviews and multiple case studies.
The results highlight that business model innovation is often triggered by crises, and that this is a solution for companies of different industries and sizes to cope with them. These companies change their business model long-term, while also creating temporary business models in the short-term to overcome their crisis. Moreover, industry-specific enhancing and inhibiting factors influence whether companies follow a proactive strategy or not. The behavior of these companies is therefore strongly tied to external changes during a crisis. The results of this thesis furthermore suggest that the theories developed can support companies during normal, non-crisis times as well.
Kokoelmat
- Väitöskirjat [1099]