A Conceptual Framework of Business Model Emerging Resilience

Nik Goumagias, Kiran Fernandes, Ignazio Cabras, Feng Li, Jianhao Shao, Sam Devlin, Victoria Jane Hodge, Peter Ivan Cowling, Daniel Kudenko

Research output: Contribution to conferencePaperpeer-review


In this paper we introduce an environmentally driven conceptual framework of Business Model change. Business models acquired substantial momentum in academic literature during the past decade. Several studies focused on what exactly constitutes a Business Model (role model, recipe, architecture etc.) triggering a theoretical debate about the Business Model’s components and their corresponding dynamics and relationships. In this paper, we argue that for Business Models as cognitive structures, are highly influenced in terms of relevance by the context of application, which consequently enriches its functionality. As a result, the Business Model can be used either as a role model (benchmarking) or a recipe (strategy). For that purpose, we assume that the Business Model is embedded within the economic (task) environment, and consequently affected by it. Through a typology of the environmental impact on the Business Model productivity, we introduce a conceptual framework that aims to capture the salient features of Business Model emergent resilience as reaction to two types impact: productivity constraining and disturbing
Original languageEnglish
Publication statusPublished - 7 Jul 2016
Event32nd European Group for Organization Studies (EGOS) Colloquium - Italy, Naples, United Kingdom
Duration: 7 Jul 20169 Jul 2016


Conference32nd European Group for Organization Studies (EGOS) Colloquium
Country/TerritoryUnited Kingdom

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