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Many barriers prevent firms from changing their business models. Inertia, as it accumulates over time, transforms into organizational routines that doom change; however, it can also be a source of organizational flexibility. How does a business model evolve in interaction with organizational routines? This paper aims to study the interactions between forms of participative innovation (PI) and existing business models.

The exploratory approach includes interviews, participant and non-participant observations and archive analysis. It adapts an existing framework, based on the notion of scripts, to the evolutionary dynamic of organizational routines at the French railway company SNCF. The analysis of a set of contextual elements clarifies events over time and interactions between PI and the company’s business model.

The empirical insights indicate how existing routines can help reinvent business models. Business model components evolve along the transformation phases of PI. The case reveals co-evolutionary dynamics: evolution of the organizational routine from bureaucratic suggestion, to structured innovation, to PI leads to the transformation of the business model from functionalist, to customer-centric, to open business model.

Firm managers can think more proactively about how to reinvent established business models by innovating their existing routines, according to the position and role of routines, shifting from sources of rigidity and inertia to levers for innovation and change.

The business model concept serves as a prism of analysis for organizational routines. Organizational routines are sources of flexibility, strategic renewal and business model reinvention.

This paper aims to identify the differentiated paths followed by firms to innovate in business models, among four different strategic postures and also to determine the innovation interactions between business model components, among strategic postures. The authors intend to highlight the differentiated patterns of business model innovation (BMI) in each strategic posture and provide guidance to small and medium enterprises (SMEs) managers regarding the suitable alignments of business model components when they innovate in their business model.

The research model developed and tested in this work uses a composite model that borrows from the logic of Miles and Snow’s cycle of adaptive strategic choices as well as Demil and Lecocq’s perspective of permanent change within and between components of a business model. The authors’ model is designed first to encompass the differentiated patterns characterizing the relationships between the strategic posture of defender, prospector and analyzer profiles and the related innovation attributes of their business model components. The study was conducted with independent French manufacturing SMEs ranging from 10 to 250 employees in size and having revenues below €50m (European Commission, 2007). The analysed sample includes 169 firms from 14 sectors representative of French manufacturing SMEs.

Results confirm the differentiated propensity to adopt specific BMI behaviours among strategic postures. The authors also highlight the differentiated interactions between and within BMI components. These results suggest that SMEs tend to leverage specific BMI components related to their entrepreneurial, engineering and administrative choices. Thus, firms tend to evolve in a posture-specific, path-dependent dynamic consistency in which BMI attributes interact towards a limited set of alternatives, thus anchoring the new business model into strategic choices. It has been shown that the predictability of strategy–BMI alignment is contingent on the level of fit between empirically derived strategic profile attributes and Miles and Snow’s ideal profile attributes.

This paper investigates strategy–BMI alignments without addressing such alignments from the standpoint of firm performance. Still, performance from a BMI perspective lies in the ability of the firm to sustain the dynamic consistency of its business model components by identifying the effects of change in interactions between and within components on overall BM performance. Further studies should explore dynamic consistency as a means for firms to generate and maintain performance by innovating in their business model when facing specific contingencies. The conceptual framework designed for the present research seems appropriate for conducting such an investigation on the performance implications of strategy–BMI fit.

This research offers insights regarding manufacturing SMEs seeking guidance when changing business strategy. Indeed, by combining Miles and Snow’s configurational framework of strategic postures with Demil and Lecocq’s RCOV BM framework, the authors provide insights that can bridge the gap between intended strategy and realized strategy. The authors suggest that when realizing new strategic choices, SMEs should favour behaviours of BMI that are likely to fit the new intended strategic posture. Accordingly, the authors introduce a set of field-based BMI alignments specific to firms’ strategic posture to support the strategic management of innovation in SMEs.

By unravelling the alignments between strategic posture and business model innovation, this work contributes to enlightening the dynamics of Miles and Snow’s adaptive cycle. Indeed, viewing Miles and Snow’s typology from the configurational perspective of BMI provides a clearer picture of the adaptive cycle through which BMI reflects the path-dependent process of the formation of the firm’s strategic posture through the transformation of its business model.

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Business model innovation can be a key facet to gaining a competitive advantage and subsequent success of any organization. This is investigated in this paper through French manufacturing SMEs with a turnover of less than €50m.

The paper saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent, information and presenting it in a condensed and easy-to-digest format.

The purpose of this paper is to examine the relation “diversification-risk-performance” for Islamic and conventional banks in different financial stress levels. Also, it aims to investigate the impact of the structure of board directors, macroeconomic variables and banking specific factors on banking diversification.

The authors use generalized least squares regressions to examine the impact of banking specific, macroeconomic and governance variables on investment diversification of 66 Islamic and conventional banks during the period from 2006 to 2018. In addition, this study uses panel threshold regressions to study the impact of banks’ profitability and risks on investment diversification in different financial stress levels.

The findings show liquidity risk, performance, credit risk and capitalization ratio are significantly related to investment diversification of Islamic banks. On the other hand, liquidity and credit risks, capital to total assets ratio and size have a significant influence on investment diversification of conventional banks. In addition, the diversification strategy of Islamic banks is less sensitive to macroeconomic indicators. As regards to governance variables, the results suggest that the board size, the executive directors and the foreign directors have significant impact on the investment diversification in Islamic banks. On the other hand, chief executive officer duality and foreign directors affect significantly the investment diversification of conventional banks. This study also found that financial stress enables us to develop a better understanding of the relation “performance-risks and diversification.”

It is expected that the findings of this paper can be used by Islamic and conventional banks in Gulf Cooperation Council (GCC) region that seek to manage the diversification strategy by reducing risk-taking and maximizing profitability. This study suggests that bank managers should consider the level of financial stress during the development of diversification strategy. It provides a better understanding for bank managers about the effect of bank specific and macroeconomics factors as well as governance variables on diversification.

This study focuses on providing an extension of the existing literature by studying the impact of financial stress indices on the relation between banks’ risk-performance and investment diversification for Islamic and conventional banks in the GCC region.