![]() This case study investigates the strategy process and strategizing activities in smaller organizations which face the challenge of building sustainable strategy practices. The article pursues the proposition that business model concepts and in particular the process of “modelling” plays an important role for the strategic management of small and medium sized companies. Such modelling processes may suit particularly well as a way forward for small and medium sized companies.ġ Introduction: The Business Model Approach in Strategic Management Processes From a practical perspective a bold proposition could be that continuous and agile modelling within a scalable business model conceptualization can enable consolidation and accumulation of learning which can lead to stronger strategic leadership than traditional and formal processes. ![]() These different roles have implications for the relation to the logic of the business model as well as the process. It is argued that business models may be linked to three distinctively different roles in strategizing 1) for development, 2) for innovative or 3) for alignment purposes. This addresses a general and combined gap in the literature on application of arte-facts in business modelling, on insights in strategy processes, and on the role of actors. ![]() ![]() The study is based on data collected during a “live” business modelling process in existing firms. The study analyses and discusses how three companies applied a general business model framework for explicating and modelling their businesses. This comparative case study contributes to understanding the process of business modelling in small and medium sized companies. University of Southern Denmark, Department of Marketing & Management, Sdr. Received 9 March 2016 Accepted 10 March 2016 Publication 25 April 2016 Business Modelling as a Way Forward for Strategic Management Processes – A Case Study of SME’s
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