Höök, M; Stehn, L and Brege, S (2015) The development of a portfolio of business models: A longitudinal case study of a building material company. Construction Management and Economics, 33(5-6), pp. 334-348. ISSN 01446193
Abstract
Dynamic aspects of intended company change can be related to the development and management of a portfolio of business models with regard to competence deployment and to performance. A portfolio of business models is seen as a reflection of the realized strategy of a company, and the dynamics aspects of company change are connected to internal and external critical strategic incidents. The business model elements considered in this research are market position, offering, and operational platform enabling a differentiation between strategic and operational effectiveness. The evolution of a Swedish supplier of building components and systems during a 15-year period is examined. The process data consists of temporal phases where a shift of phase is defined as a change of a specific portfolio of business models. The concept of a portfolio of business models helped to discover new and conflicting standardized or customized business models that were not always intended by the company. The findings indicate that unawareness of intended actions led to unintended allocation of resources or integration mechanisms that negatively affected company performance. On the other hand gains can be achieved if a strategy is deliberately managed as a portfolio of business models which then also can be a tool for managing change in a company.
| Item Type: | Article |
|---|---|
| Uncontrolled Keywords: | business model; management; management of change; multiple business models; portfolio of business models |
| Index terms: | building component, evolution, strategy, business model, platform, dynamics, competence, management of change, case study, effectiveness, differentiation, building material, integration, reflection |
| Subjects: | professional development, systems engineering, building materials, architectural elements, personnel development, management, performance management, organization, environmental science, organizational analysis, digital design, data collection methods, business |
| Topics: | Information Management, Quality Management, Human Resources, Business Strategy, Digital Applications, Research Practice, Engineering Principles, Sustainability, Organizational Design, Design Practice |
| Descriptive scope: | 3 PCE |
N.B. Descriptive scope is a count of how many of the five facets of empirical research are indicated by the words used in title, abstract and keywords. It is not intended as a judgement on the research; merely a count of the kind of word we would expect to indicate Phenomenon, Concepts, Theoretical framing, Empirical techniques, Analytical techniques. If all five are present, then a code of “5 PCTEA” will indicate this. If you feel the coding for this record is questionable, we welcome discussion around the terms we matched or the way we categorized them. The facet you would expect may not be coded, or a facet may be coded inappropriately. This can also bear on a larger question, of which facets should be treated as defining in construction management research. Please get in touch, and we will look at it. More details here