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

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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, Vol. 22, No. 4, 2014, p. 463-483.

Research output: Journal contributionsJournal articlesResearchpeer-review

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Dalby J, Lueg R, Nielsen LS, Pedersen L, Tomoni AC. National culture and business model change: a framework for successful expansions. Journal of Enterprising Culture. 2014;22(4):463-483. doi: 10.1142/S0218495814500198

Bibtex

@article{8242838798e74908bf7eab490901bd0a,
title = "National culture and business model change: a framework for successful expansions",
abstract = "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.",
keywords = "Management studies, Business mode, national culture, change, cultural differences",
author = "J. Dalby and Rainer Lueg and L.S. Nielsen and L. Pedersen and A.C. Tomoni",
year = "2014",
doi = "10.1142/S0218495814500198",
language = "English",
volume = "22",
pages = "463--483",
journal = "Journal of Enterprising Culture",
issn = "0218-4958",
publisher = "World Scientific Publishing Company",
number = "4",

}

RIS

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 -