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dc.contributor.authorGiachetti, Claudio
dc.contributor.authorLarsen, Marcus Møller
dc.contributor.authorRajwani, Tazeeb S.
dc.date.accessioned2022-08-12T09:05:17Z
dc.date.available2022-08-12T09:05:17Z
dc.date.created2021-11-04T11:08:14Z
dc.date.issued2021
dc.identifier.citationOrganization science. 2021, 33(1)m 431-463.en_US
dc.identifier.issn1047-7039
dc.identifier.urihttps://hdl.handle.net/11250/3011553
dc.description.abstractWe advance research on the antecedents of business model design by integrating institutional and imitation theories to explore how the business model of new ventures evolves in a weak institutional environment. Based on a case study of Jumia—an online retailing company in Africa established with the aim to emulate the success of Amazon.com—we propose a process model entitled “imitate-but-modify” that explains how business models evolve through four distinct phases (i.e., clarification, legitimacy, localization, and consolidation). In essence, this model explains how new ventures surrounded by considerable uncertainty deliberately seek to learn vicariously by imitating the business model template of successful firms. However, because of significant institutional voids, the ventures’ intentional imitation is progressively replaced by experiential learning that blends business model imitation with innovation.en_US
dc.language.isoengen_US
dc.publisherInformsen_US
dc.subjectbusiness modelsen_US
dc.subjectinstitutional voidsen_US
dc.subjectimitationen_US
dc.subjectinnovationen_US
dc.subjectAfricaen_US
dc.titleHow Business Models Evolve in Weak Institutional Environments: The Case of Jumia, the Amazon.Com of Africaen_US
dc.title.alternativeHow Business Models Evolve in Weak Institutional Environments: The Case of Jumia, the Amazon.Com of Africaen_US
dc.typePeer revieweden_US
dc.typeJournal articleen_US
dc.description.versionacceptedVersionen_US
dc.rights.holderInformsen_US
dc.source.pagenumber431-463en_US
dc.source.volume33en_US
dc.source.journalOrganization scienceen_US
dc.source.issue1en_US
dc.identifier.doi10.1287/orsc.2021.1444
dc.identifier.cristin1951344
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode2


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