National culture and business model change: a framework for successful expansions

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Authors

  • Jacob Dalby
  • Rainer Lueg
  • Lea Stenskov Nielsen
  • Louise Pedersen
  • Andreea Catalina Tomoni
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.
Original languageEnglish
JournalJournal of Enterprising Culture
Volume22
Issue number4
Pages (from-to)463-483
Number of pages21
ISSN0218-4958
DOIs
Publication statusPublished - 2014
Externally publishedYes

    Research areas

  • Management studies - Business mode, national culture, change, cultural differences

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