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This qualitative study of a magazine publishing incumbent shows how organizational identity work can be triggered when organizational members engage in business model experimentation within the bounded social setting of experimental space. The study adds to the understanding of the strategy-identity nexus by expanding on the view of business models as cognitive tools to business models as tools for becoming and by understanding the role of experimental spaces as holding environments for organizational identity work. We show how an experimental space engages organizational members in experimental practices (e.g. cognitive, material, and experiential). As firms experiment with “what they do,” organizational members progressively confront the existing organizational identity in the following ways: they engage in practices of organizational identity work by coping with the loss of the old identity, they play with possible organizational identities, and they allow new organizational identity aspirations to emerge. In these ways, experimental spaces act as an organizational identity work space that eventually enables organizational identity change. We identify two mechanisms (i.e. grounding and releasing) by which an organizational identity work space emerges and leads to the establishment of a renewed organizational identity.

Background Wide adoption of electronic medical records (EMR) systems in the United States can lead to better-quality medical care at lower cost. Despite the laws and financial subsidies by the United States government for service providers and suppliers, interoperability still lags. An understanding of the drivers of EMR adoption for physicians and the role of policy-making can translate into increased adoption and enhanced information sharing between medical care providers. Methods Physicians across the United States were surveyed to gather primary data on their psychological, social and technical perceptions towards EMR systems. This quantitative study builds on the theory of planned behaviour, the technology acceptance model and the diffusion of innovation theory to propose, test and validate an innovation adoption model for the healthcare industry. A total of 382 responses were collected, and data were analysed via linear regression to uncover the effects of 12 variables on the intention to adopt EMR systems. Results Regression model testing uncovered that government policy-making or mandates and other social factors have little or negligible effect on physicians’ intention to adopt an innovation. Rather, physicians are directly driven by their attitudes and ability to control, and indirectly motivated by their knowledge of the innovation, the financial ability to acquire the system, the holistic benefits to their industry and the relative advancement of the system compared to others. Conclusions Identifying physicians’ needs regarding EMR systems and providing programmes that meet them can increase the potential for reaching the goal of nationwide interoperable medical records. Government, healthcare associations and EMR system vendors can benefit from our findings by working towards increasing physicians’ knowledge of the proposed innovation, socializing how medical care providers and the overall industry can benefit from EMR system adoption, and solving for the financial burden of system implementation and sustainment.

Presently, the health care industry is facing many technological and organizational challenges, and the emergence of precision medicine is bringing innovation and potentially a complete redefinition of the industry. This study suggests several paths for incumbent biopharmaceutical companies to follow to address the disruptions brought by precision medicine and renew their business models. Two case studies are examined to analyze two business model-innovation aspects that magazine-industry incumbents share with biopharmaceutical incumbents: a transition toward user-centric business models and a reshaping of the value chain to a value network. We identify the challenges presented by business-model innovation and important processes managers must consider, such as changing logic, acquiring new skills, and establishing new networks. The importance of experimentation and prototyping of different business models is highlighted. Furthermore, we explain that companies must change their positions in the value chain, and by creating new links they can thus transform the value chain into a value network. This paper offers biopharmaceutical industry managers a road map to better adapt to the challenges through innovation of their business models in order to take advantage of the numerous possibilities and opportunities for innovation brought by precision medicine.

Purpose The purpose of this paper is to contribute to the emergent research on social business models by revealing challenges encountered by the design and implementation of such business models. Design/methodology/approach Case study of the development of FACA, an affordable medicine used to treat sickle cell disease, from traditional medicine to market in Burkina Faso. Findings Social business models present important challenges in terms of value capture for all stakeholders. The social profit equation and the profit equation suggested by Yunuset al. are difficult to apply in practice, and therefore, social business model design should consider the social and profit equations jointly. Originality/value Developing countries are seeking different approaches to innovation and healthcare. Social business models appear as one of the potential solutions to bring value to society, organizations, and individuals. The identification of challenges raised by social business models can help policymakers and executives in the design and implementation of these social business models.

Purpose The purpose of this paper is to analyze how strategic renewal occurs in large incumbent newspaper companies facing a specific context of environment scarcity (i.e. environmental dissolution (the market gradually changing in size and scope)). Within the media industry, the Kingdom of Saudi Arabia (KSA) offers a particularly interesting research setting because the number of competitors in the regional market is regulated by the government; consequently, the incumbent firms face the same local environment. This situation offers the possibility to shed light on how the orientation of the top management team (TMT) of the firm influences the strategic renewal and the traditional business model of the firm. Design/methodology/approach The strategic renewal of the three largest incumbents of the print newspapers in KSA over 12 years (from 2000 to 2012) was analyzed with a qualitative approach (archival data and 30 interviews with the TMTs of each company and with external observers). A two-step analysis of within-case analysis and cross-case analysis was used. Findings Building on Schmitt et al.’s (2016) framework, it was empirically found that depending on the orientation of the TMT, the managerial perception of the firm’s environment within the same scarcity situation leads to different strategic renewal responses. The findings demonstrate that internally oriented TMTs engage in incremental business model changes, while externally oriented TMTs engage in disruptive business model changes. However, management’s attitude toward technology has been neglected in the literature so far, and it was concluded that technology plays a mediating role in strategy renewal. Research limitations/implications Recent research on strategic renewal in times of environmental scarcity has built on both population ecology and strategic choice literatures and has argued that varying CEO perceptions can lead to very different strategic responses. Other research on business models has started to explore the role of technology in business model evolution. In the context of environmental dissolution, it can be argued that the attitude of the TMT toward technology has a mediating role in business model evolution. Practical implications In times of environmental dissolution – the traditional market of the firm changes not only in size but also in scope – strategic renewal is conditioned by the orientation of the TMT and its attitude toward technology. When the traditional business model of the firm is put under pressure by such changes, teams with an external orientation or an appetite for technology will be more likely able to engage in business model disruption. Originality/value The authors have had the opportunity to conduct case studies on three large newspapers companies in a country where the regulation is very strong and press freedom is not comparable to other European or North-American countries.

Purpose The purpose of this paper is to contribute to the emergent research on social business models by revealing challenges encountered by the design and implementation of such business models. Design/methodology/approach Case study of the development of FACA, an affordable medicine used to treat sickle cell disease, from traditional medicine to market in Burkina Faso. Findings Social business models present important challenges in terms of value capture for all stakeholders. The social profit equation and the profit equation suggested by Yunus et al. are difficult to apply in practice, and therefore, social business model design should consider the social and profit equations jointly. Originality/value Developing countries are seeking different approaches to innovation and healthcare. Social business models appear as one of the potential solutions to bring value to society, organizations, and individuals. The identification of challenges raised by social business models can help policymakers and executives in the design and implementation of these social business models.

In this article we question how organizations in the creative industries deal with the tension between the requirements for growth and for cultural innovation by revising their business models. Using a longitudinal study of the Louvre museum, we show how the pursuit of cultural innovation drove the museum's recent business model revision. In particular, we analyze the model's transformation from a growth-oriented business model to a global and innovative business model, and highlight the organization's efforts to create symbolic value from its unique art collections through innovative exhibitions and displays. We describe the different drivers behind the shifts in value propositions and in the organization, its resources, and competencies, and discuss how cultural innovation can be a powerful driver for revising and finetuning creative-industry business models.

In this article we question how organizations in the creative industries deal with the tension between the requirements for growth and for cultural innovation by revising their business models. Using a longitudinal study of the Louvre museum, we show how the pursuit of cultural innovation drove the museum's recent business model revision. In particular, we analyze the model's transformation from a growth-oriented business model to a global and innovative business model, and highlight the organization's efforts to create symbolic value from its unique art collections through innovative exhibitions and displays. We describe the different drivers behind the shifts in value propositions and in the organization, its resources, and competencies, and discuss how cultural innovation can be a powerful driver for revising and finetuning creative-industry business models.

An industry's dominant logic is the general scheme of value creation and capture shared by its actors. In high technology fields, technological discontinuities are not enough to disrupt an industry's dominant logic. Identifying the factors that might trigger change in that logic can help companies develop strategies to enable them to capture greater value from their innovations by disrupting that logic. Based on analyzing the changes that biotechnologies and bioinformatics have brought to the drug industry, we identify and characterize three triggers of change that can create disruptive business models. We suggest that, in mature industries experiencing strong discontinuities and high technological uncertainty, entrants' business models initially tend to fit into the industry's established dominant logic and its value chains remain unchanged. But as new technologies evolve and uncertainty decreases, disruptive business models emerge, challenging dominant industry logics and reshaping established value chains.