TY  - JOUR
AB  - Purpose Despite the fact that business model innovation (BMI) has attracted intense attention from scholars and practitioners alike, practicable knowledge on the organizational implementation of BMI efforts in large multinational corporations is rather rare. This paper aims to investigate how BMI is managed in the complex environment of the chemical industry based on a study at BASF SE, a leading global chemical company.Design/methodology/approach The empirical data draw from six case studies (i.e. six BMI projects) within BASF which were observed in the 2010-2014 timeframe.Findings There is not one uniform BMI process archetype. Three different types can be identified, whereby the degree of technology involvement and the maturity of this technology act as determining factors for the form of the process and its organizational implementation.Originality/value This paper profits from its unique empirical setting, which allows identifying practices for the organizational implementation of systematic BMI processes in large corporations. The guidelines derived are highly relevant for general managers and business development departments.
VL  - 38
IS  - 2
SN  - 0275-6668
DO  - 10.1108/JBS-10-2016-0116
UR  - https://doi.org/10.1108/JBS-10-2016-0116
AU  - Winterhalter Stephan
AU  - Weiblen Tobias
AU  - Wecht Christoph H.
AU  - Gassmann Oliver
PY  - 2017
Y1  - 2017/01/01
TI  - Business model innovation processes in large corporations: insights from BASF
T2  - Journal of Business Strategy
PB  - Emerald Publishing Limited
SP  - 62
EP  - 75
Y2  - 2024/04/26
ER  -