Business models can be considered as cognitive models that managers or analysts can use to describe, understand, or test business activities. However, the emergence of a new business model requires not only cognitive operations but also concrete modifications to the realities of a company’s operations and structures. In this paper, we adopt a sociomaterial view of organizational change based on actor-network theory, and underline the role of artifacts in the emergence of new business models. We base our discussion on a case study of a French leader in kitchen electric appliances. Despite the fact that the building of its new business model is still in progress, this empirical study provides important suggestions concerning the role of artifacts.
The authors are particularly grateful to two anonymous reviewers for their wonderful job, the editors of the issue Charles Baden-Fuller and Vincent Mangematin for their great support and orientation; Gianni Lorenzoni, Lorenzo Massa, and Mary Morgan for their helpful comments, and Jon Morgan of Paraphrase for his great copy-editing. We would like also to thank colleagues involved in EGOS conference 2013 at Montreal (“Business Model” track), Montpellier MRM seminars and Cass Business School workshop on business models in 2014. This research has benefited from funding from Agence Nationale de la Recherche (no. ANR-13-Soin-0001-05) (Better Business Models).
Demil, B. and Lecocq, X. (2015), "Crafting an Innovative Business Model in an Established Company: The Role of Artifacts", Business Models and Modelling (Advances in Strategic Management, Vol. 33), Emerald Group Publishing Limited, pp. 31-58. https://doi.org/10.1108/S0742-332220150000033003Download as .RIS
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