National culture and business model change: a framework for successful expansions
Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
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National culture and business model change : a framework for successful expansions. / Dalby, J.; Lueg, Rainer; Nielsen, L.S. et al.
in: Journal of Enterprising Culture, Jahrgang 22, Nr. 4, 2014, S. 463-483.Publikation: Beiträge in Zeitschriften › Zeitschriftenaufsätze › Forschung › begutachtet
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TY - JOUR
T1 - National culture and business model change
T2 - a framework for successful expansions
AU - Dalby, J.
AU - Lueg, Rainer
AU - Nielsen, L.S.
AU - Pedersen, L.
AU - Tomoni, A.C.
PY - 2014
Y1 - 2014
N2 - This paper proposes a conceptual framework to analyse how a company's business model needs to be adjusted if it is expanded into another cultural context. For this, we use the example of changes in the business model of a Danish IT-company opening a new office in the U.S. Using a single case study, we integrate the concepts of business models (Osterwalder and Pigneur, 2005) and national culture (Hofstede, 1980). Our findings explain why and how adjustments in the business model are necessary regarding the company's communication, team composition, and customer involvement in projects. As to implications, we construct a matrix combining business models and national culture that other multinational companies can use to achieve better understanding of their business model in different national contexts.
AB - This paper proposes a conceptual framework to analyse how a company's business model needs to be adjusted if it is expanded into another cultural context. For this, we use the example of changes in the business model of a Danish IT-company opening a new office in the U.S. Using a single case study, we integrate the concepts of business models (Osterwalder and Pigneur, 2005) and national culture (Hofstede, 1980). Our findings explain why and how adjustments in the business model are necessary regarding the company's communication, team composition, and customer involvement in projects. As to implications, we construct a matrix combining business models and national culture that other multinational companies can use to achieve better understanding of their business model in different national contexts.
KW - Management studies
KW - Business mode
KW - national culture
KW - change
KW - cultural differences
U2 - 10.1142/S0218495814500198
DO - 10.1142/S0218495814500198
M3 - Journal articles
VL - 22
SP - 463
EP - 483
JO - Journal of Enterprising Culture
JF - Journal of Enterprising Culture
SN - 0218-4958
IS - 4
ER -