國立虎尾科技大學 |

Business model innovation, business model enablers and the strategic agility paradox.

紀錄類型:	書目-語言資料,手稿 : Monograph/item
正題名/作者:	Business model innovation, business model enablers and the strategic agility paradox./
作者:	Mace, Richard.
面頁冊數:	1 online resource (147 pages)
附註:	Source: Dissertation Abstracts International, Volume: 78-07(E), Section: A.
Contained By:	Dissertation Abstracts International78-07A(E).
標題:	Business administration. -
電子資源:	click for full text (PQDT)
ISBN:	9781369533521

Business model innovation, business model enablers and the strategic agility paradox.
Mace, Richard.

Business model innovation, business model enablers and the strategic agility paradox. - 1 online resource (147 pages)

Source: Dissertation Abstracts International, Volume: 78-07(E), Section: A.

Thesis (D.B.A.)

Includes bibliographical references

Business model innovation, business model enablers, and strategic agility are terms explicitly evaluated and explored by researchers and practitioners. The focus of this dissertation research project included the previous terms and the respective associations with business and leadership decision-making in the context of strategy and innovation. Research design and methodologies included a qualitative, embedded, single case-study through one-on-one, in-depth interviews with primary decision-makers from small technology companies in Minnesota, United States. Primary respondent qualifications were: (a) minimum of five years of experience, (b) minimum of five subordinates, and (c) decision power to influence business model innovation, business model enablers, or strategic agility. Three research questions guided the project: (1) How do the pillars of strategic agility (strategic sensitivity, leadership unity, and resource fluidity) affect business model innovations? (2) How can managers apply the pillars of strategic agility to enhance organizational strategic agility? and (3) How do senior leadership teams manage the contradictions and paradoxes within strategic agility? Respondent interviews were imported and analyzed through Nvivo qualitative data analytics software (QDAS). Over 50 findings are narrated in Chapter 4, of which included one of the key findings: Every company was actively engaged in the paradox, but none of the company leaders specifically calculated or processed the exact phrase -- strategic agility paradox. Proposed in Chapter 5 are the set of recommendations for future researchers. The recommendations advocate research in or on contrasting industries and geographies, respondents with contrasting profiles, supplementary qualitative and quantitative techniques, alternative strategic agility pillars, and new research questions.

Electronic reproduction.
Ann Arbor, Mich. :
ProQuest,
2018

Mode of access: World Wide Web

ISBN: 9781369533521Subjects--Topical Terms:

1148568
Business administration.
Index Terms--Genre/Form:

554714
Electronic books.

Business model innovation, business model enablers and the strategic agility paradox.
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500 $a Source: Dissertation Abstracts International, Volume: 78-07(E), Section: A.
500 $a Adviser: James Morgan.
502 $a Thesis (D.B.A.) $c Capella University $d 2016.
504 $a Includes bibliographical references
520 $a Business model innovation, business model enablers, and strategic agility are terms explicitly evaluated and explored by researchers and practitioners. The focus of this dissertation research project included the previous terms and the respective associations with business and leadership decision-making in the context of strategy and innovation. Research design and methodologies included a qualitative, embedded, single case-study through one-on-one, in-depth interviews with primary decision-makers from small technology companies in Minnesota, United States. Primary respondent qualifications were: (a) minimum of five years of experience, (b) minimum of five subordinates, and (c) decision power to influence business model innovation, business model enablers, or strategic agility. Three research questions guided the project: (1) How do the pillars of strategic agility (strategic sensitivity, leadership unity, and resource fluidity) affect business model innovations? (2) How can managers apply the pillars of strategic agility to enhance organizational strategic agility? and (3) How do senior leadership teams manage the contradictions and paradoxes within strategic agility? Respondent interviews were imported and analyzed through Nvivo qualitative data analytics software (QDAS). Over 50 findings are narrated in Chapter 4, of which included one of the key findings: Every company was actively engaged in the paradox, but none of the company leaders specifically calculated or processed the exact phrase -- strategic agility paradox. Proposed in Chapter 5 are the set of recommendations for future researchers. The recommendations advocate research in or on contrasting industries and geographies, respondents with contrasting profiles, supplementary qualitative and quantitative techniques, alternative strategic agility pillars, and new research questions.
533 $a Electronic reproduction. $b Ann Arbor, Mich. : $c ProQuest, $d 2018
538 $a Mode of access: World Wide Web
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