Session 5

Transitions in Governance and Business Models

Track C

Date: Tuesday, October 9, 2012


Time: 08:00 – 09:15


Room: Dressing Room 221

Session Chair:

  • Anoop Madhok, York University

Title: Collaboration Mechanisms For Boundary-Spanning Business Models


  • Magnus Hellström, Åbo Akademi University
  • Anastasia Tsvetkova, Åbo Akademi University
  • Magnus Gustafsson, Åbo Akademi University
  • Kim Wikström, Åbo Akademi University

Abstract: Business models are typically studied at the level of a single firm or its business unit. Still both innovation and value creation as well as competitive advantage is often derived from the relationships between firms. Therefore we set out to study boundary-spanning business models, i.e. business models based on close cooperation, and the underlying collaboration mechanisms. We are furthermore especially interested in collaboration in temporary, project settings. Through an inductive multiple case study in the distributed energy market we explore different kinds of collaboration mechanisms. Our findings pinpoint the importance of identifying the factors driving the business models of the collaborating firms in order to make the entire business ecosystem work.

Title: The Co-Evolution of Business Model and Organization in an Established Firm: The Case of Haier Group


  • Xu Han, University of Pennsylvania

Abstract: In this study, I take on the question of how an established firm transform into new business model and examine the process of co-evolution between business model and organization. I first make a clear distinction between business model and organization and then develop a theory on business model transformation process through examining the co-evolution of business model and organization in a leading multinational firm in the home appliance industry. I posit that business model evolves in tandem with organization in established firms. It involves (1) the creation of new business model elements from organizational elements and (2) the modification of existing business model elements through adding or dropping organizational elements. Such co-evolution processes are implemented with differential levels of deliberation and manifested in different patterns.

Title: Theorizing in Strategy: Lessons from the Historical Case of Fisher Body


  • Benoit Roux, IESEG School of Management
  • Xavier Lecocq, University of Lille

Abstract: Is it possible to rely on non-stylized historical facts to apply a theoretical framework to a real life case? We review the classic case of the vertical integration of Fisher Body by General Motors in 1926. From a very simple question that is why GM decided to vertically integrate with Fisher Body in 1926, the case has been dealt with by a number of authors. We observe that the more historically thorough the explanation they give the more it lacks theoretical framing. We then observe that the reintroduction of historical details limits the potential of the case for theorization. By analyzing the issues, we provide recommendations for those that wish to propose theoretical approaches to historical cases.

Title: Transitional Governance: Connecting Pre-Transition Alliance Collaboration


  • Dries Faems, University of Groningen
  • Anoop Madhok, York University

Abstract: To cope with changing circumstances, firms frequently resort to transitional governance trajectories where they gradually shift from alliances to acquisitions. Whereas prior research has mainly focused on the initiation and the transition decision within transitional governance trajectories, we conceptually explore the underlying governance processes as well as connections between pre-transition alliance collaboration and post-transition acquisition integration. By doing so, we provide a more dynamic perspective on transitional governance, identifying specific connections between the initiation decision, pre-transition alliance governance choices, transition decision, and post-transition acquisition integration choices. In addition, we explain how and why different pre-transition alliance governance approaches (i.e. wait-and-see versus act-and-see) are likely to trigger different kinds of post-acquisition integration dilemmas.

All Sessions in Track C...

Mon: 08:00 – 09:15
Session 2: Business Models: Transitioning from Research to Practice and Back
Mon: 09:30 – 10:45
Session 3: Strategic Change, Resources, and Business Model Transitions
Mon: 13:30 – 14:45
Session 4: Managerial Behavior and Business Model Transitions
Tue: 08:00 – 09:15
Session 5: Transitions in Governance and Business Models
Tue: 11:00 – 12:15
Session 6: Organizational Learning and Business Model Transitions
Tue: 14:15 – 15:30
Session 8: Business Model Transitions in Transitional Market Settings
Tue: 15:45 – 17:00
Session 9: Business Model Transitions As Industry Sector Phenomena

Strategic Management Society