Change search
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
The development of a portfolio of business models: a longitudinal case study of a building material company
Luleå University of Technology, Department of Civil, Environmental and Natural Resources Engineering, Structural and Construction Engineering.ORCID iD: 0000-0002-3067-9451
Department of Management and Engineering, Linköping University.
2015 (English)In: Construction Management and Economics, ISSN 0144-6193, E-ISSN 1466-433X, Vol. 33, no 5-6, p. 334-348Article in journal (Refereed) Published
Abstract [en]

Dynamic aspects of intended company change can be related to the development and management of a portfolio of business models with regard to competence deployment and to performance. A portfolio of business models is seen as a reflection of the realized strategy of a company, and the dynamics aspects of company change are connected to internal and external critical strategic incidents. The business model elements considered in this research are market position, offering, and operational platform enabling a differentiation between strategic and operational effectiveness. The evolution of a Swedish supplier of building components and systems during a 15-year period is examined. The process data consists of temporal phases where a shift of phase is defined as a change of a specific portfolio of business models. The concept of a portfolio of business models helped to discover new and conflicting standardized or customized business models that were not always intended by the company. The findings indicate that unawareness of intended actions led to unintended allocation of resources or integration mechanisms that negatively affected company performance. On the other hand gains can be achieved if a strategy is deliberately managed as a portfolio of business models which then also can be a tool for managing change in a company

Place, publisher, year, edition, pages
2015. Vol. 33, no 5-6, p. 334-348
National Category
Building Technologies
Research subject
Timber Structures
Identifiers
URN: urn:nbn:se:ltu:diva-16303DOI: 10.1080/01446193.2015.1075052ISI: 000361189600002Scopus ID: 2-s2.0-84941807030Local ID: fed26102-b1e3-45f0-95e3-aeb97286d95fOAI: oai:DiVA.org:ltu-16303DiVA, id: diva2:989279
Conference
Annual ARCOM Conference : 07/09/2015 - 09/09/2015
Note
Validerad; 2015; Nivå 2; 20150826 (andbra)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved

Open Access in DiVA

No full text in DiVA

Other links

Publisher's full textScopus

Authority records BETA

Höök, MatildaStehn, Lars

Search in DiVA

By author/editor
Höök, MatildaStehn, Lars
By organisation
Structural and Construction Engineering
In the same journal
Construction Management and Economics
Building Technologies

Search outside of DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetric score

doi
urn-nbn
Total: 311 hits
CiteExportLink to record
Permanent link

Direct link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf