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Business Model Design and the Performance of Entrepreneurial Firms

Organization science (Providence, R.I.), 2007-03, Vol.18 (2), p.181-199 [Peer Reviewed Journal]

Copyright 2007 INFORMS ;COPYRIGHT 2007 Institute for Operations Research and the Management Sciences ;Copyright Institute for Operations Research and the Management Sciences Mar/Apr 2007 ;ISSN: 1047-7039 ;EISSN: 1526-5455 ;DOI: 10.1287/orsc.1060.0232 ;CODEN: ORSCEZ

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Title:
Business Model Design and the Performance of Entrepreneurial Firms
Author: Zott, Christoph ; Amit, Raphael
Subjects: Business ; Business economics ; Business enterprises ; Business innovation ; business model ; Business models ; Business organization ; Business structures ; Business studies ; Cost efficiency ; Design ; Design efficiency ; design themes ; Economic performance ; Entrepreneurs ; Entrepreneurship ; environmental munificence ; Europe ; Hypotheses ; Market value ; new organizational forms ; organization design ; organization performance ; Organization theory ; Organizational effectiveness ; Regression analysis ; Stock prices ; Studies ; Study and teaching ; Technological innovation ; Transaction costs ; U.S.A
Is Part Of: Organization science (Providence, R.I.), 2007-03, Vol.18 (2), p.181-199
Description: We focus on the design of an organization's set of boundary-spanning transactions-business model design-and ask how business model design affects the performance of entrepreneurial firms. By extending and integrating theoretical perspectives that inform the study of boundary-spanning organization design, we propose hypotheses about the impact of efficiency-centered and novelty-centered business model design on the performance of entrepreneurial firms. To test these hypotheses, we developed and analyzed a unique data set of 190 entrepreneurial firms that were publicly listed on U.S. and European stock exchanges. The empirical results show that novelty-centered business model design matters to the performance of entrepreneurial firms. Our analysis also shows that this positive relationship is remarkably stable across time, even under varying environmental regimes. Additionally, we find indications of potential diseconomies of scope in design; that is, entrepreneurs' attempts to incorporate both efficiency- and novelty-centered design elements into their business models may be counterproductive.
Publisher: Linthicum: INFORMS
Language: English
Identifier: ISSN: 1047-7039
EISSN: 1526-5455
DOI: 10.1287/orsc.1060.0232
CODEN: ORSCEZ
Source: ProQuest One Psychology
ProQuest Central

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Business Model Design and the Performance of Entrepreneurial Firms

Copyright 2007 INFORMS ;COPYRIGHT 2007 Institute for Operations Research and the Management Sciences ;Copyright Institute for Operations Research and the Management Sciences Mar/Apr 2007 ;ISSN: 1047-7039 ;EISSN: 1526-5455 ;DOI: 10.1287/orsc.1060.0232 ;CODEN: ORSCEZ

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