Purpose – The purpose of this master thesis is to enhance knowledge about how business model innovationcan be managed in a structured way within large companies. Method – We used a single case study design with an abductive research approach were the main data collection consisted of semi-structured interviews and a focus group, with a total of 29 informants. The data was analysed using a thematic analysis. Findings – The findings show that the developed business model innovation process for large companies differ from previously presented theories. Integrating our empirical investigation with prior literature, the business model innovation process that we recommend consists off our overall phases: (1) clarification, (2) team mobilisation, (3) development and (4) implementation. Theoretical contribution – The findings extend prior literature by suggesting that: (1) The responsibility for business model innovation should be shared between top managers and operational managers; (2) The current business model innovation process should be extended by adding a completely new phase, namely Clarification; (3) Several of the tasks within the original business model innovation process should be split; (4) A new task should be added after composing a project team that defines the projects specific fixed and variable elements of a business model; and (5) The development phase should have a completely iterative design. Practical implications – This study provide top managers with a framework for how large companies can work with business model innovation in a structured way and guidelines for operational managers on how they can manage the actual execution of business model innovation. By using our business model innovation process, managers are provided with a structured working process to streamline their work with business model innovation, by considering business model innovation without using too much resources. Limitations of the study – This study focused on attention to detail and depth rather than providing statistical generalisable findings. Based on different predefined criteria the case study company selected projects and individuals to participate in the empirical investigation which limited the study as it may have affected the scope and result of the study. Furthermore, there may have been ambiguity about which project we asked about during the interviews as several informants were part of several projects, affecting the transferability of the study.
| Identifer | oai:union.ndltd.org:UPSALLA1/oai:DiVA.org:ltu-69426 |
| Date | January 2018 |
| Creators | Fagrell, Fiona, Pettersson Keränen, Lina |
| Publisher | Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle, Luleå tekniska universitet, Institutionen för ekonomi, teknik och samhälle |
| Source Sets | DiVA Archive at Upsalla University |
| Language | English |
| Detected Language | English |
| Type | Student thesis, info:eu-repo/semantics/bachelorThesis, text |
| Format | application/pdf |
| Rights | info:eu-repo/semantics/openAccess |
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