Business Model Innovation: The Role of Organizational Design

Klement Ahrensbach Rasmussen

Business Model Innovation: The Role of Organizational Design

Klement Ahrensbach Rasmussen

Publikation: Bog/antologi/afhandling/rapport › Ph.d.-afhandling

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Abstrakt

Emnerne for forretningsmodelinnovation (FMI) og organisationsdesign har potentielt vigtige forbindelser. Og dog har der kun været lidt krydsbefrugtning af ideer mellem de to felter. Formålet med denne afhandling er at udfylde dette hul ved at foreslå og udvikle et organisatorisk syn på FMI, der fokuserer på de manglende forbindelser mellem forretningsmodelinnovation og teori om organisationsdesign. Styret af forskningsspørgsmålet—hvilken rolle har organisationsdesign i processen med innovation af forretningsmodel?—denne afhandling undersøger ikke kun, hvordan FMI-aktiviteter udfolder sig, men ser også på de forskellige roller for virksomhedens organisationsdesign og hvor aktiviteten finder sted. Desuden giver den rigelige detaljer om, hvordan organisatoriske komplementariteter fremkommer eller forsvinder som følge af sammenhæng eller mangel på sammenhæng mellem forretningsmodelelementer og designvalg. Til belysning af disse vigtige punkter, anvender jeg indsigter fra en multipel case-undersøgelse af tre farmaceutiske virksomheder: Novo Nordisk, UCB og LEO Pharma.

Originalsprog	Engelsk

Udgivelsessted	Frederiksberg
Forlag	Copenhagen Business School [Phd]
Antal sider	258
ISBN (Trykt)	9788793579309
ISBN (Elektronisk)	9788793579316
Status	Udgivet - 22 maj 2017

Navn	PhD series
Nummer	29.2017
ISSN	0906-6934

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PhD29_2017_Klement RasmussenForlagets udgivne version, 1,87 MBLicens: CC BY-NC-ND

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title = "Business Model Innovation: The Role of Organizational Design",

abstract = "The topics of business model innovation (BMI) and organizational design have potentially important links. And yet, there has been little cross-fertilization of ideas between the two fields. The purpose of this thesis is to fill that gap by proposing and developing an organizational view of BMI that focuses on the missing links between business model innovation and organizational design theory. Guided by the research question—what is the role of organizational design in the process of business model innovation?—the thesis not only investigates how BMI activity unfolds, but also looks at the different roles of the firm{\textquoteright}s organizational design and where the activity takes place. Moreover, this research provides ample detail on how organizational complementarities emerge or vanish as a result of the fit or misfit between business model elements and design choices. To drive home these important points, I rely on insights from a multiple-case study of three pharmaceutical companies: Novo Nordisk, UCB and LEO Pharma.",

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AB - The topics of business model innovation (BMI) and organizational design have potentially important links. And yet, there has been little cross-fertilization of ideas between the two fields. The purpose of this thesis is to fill that gap by proposing and developing an organizational view of BMI that focuses on the missing links between business model innovation and organizational design theory. Guided by the research question—what is the role of organizational design in the process of business model innovation?—the thesis not only investigates how BMI activity unfolds, but also looks at the different roles of the firm’s organizational design and where the activity takes place. Moreover, this research provides ample detail on how organizational complementarities emerge or vanish as a result of the fit or misfit between business model elements and design choices. To drive home these important points, I rely on insights from a multiple-case study of three pharmaceutical companies: Novo Nordisk, UCB and LEO Pharma.

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