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Ieva's Disseratation
Abstract
Acknowledgments
1
INTRODUCTION
1.1
Encountering and studying paradoxes: Why?
1.1.1
Framing competing strategic demands
1.1.2
Pursuing conflicting goals
1.1.3
Business modelling for complexity
1.1.4
Business model heterogeneity and performance implications
1.2
Same same but different: Operationalizing business models
1.3
Purpose and overview of the thesis
1.4
A note on methodology: Studying organizations as configurations
References
2
THRIVING OFF OF TENSIONS:
2.1
Introduction and Lit review notes
2.2
Creativity versus commerce: What the literature says?
2.3
Creativity and commerce as a paradox: Empirical support
2.3.1
Conflict and opposition
2.3.2
Mutual interdependence: the double success criterion
2.3.3
Persistence over time
2.4
So WHAT?
3
CRAFTING
BUSINESS MODELS FOR PARADOXICAL GOALS:
3.1
Introduction
3.2
Literature review
3.2.1
Coping with strategic paradoxes
3.2.2
Business model design
3.2.3
A paradox perspective to business model design: Conceptual framework
3.3
Research approach and methods
3.3.1
Research setting: Creativity and commerce as a paradox
3.3.2
Case selection, data collection and analysis
3.4
Findings: Designing business models for paradoxical goals
3.4.1
Integration tactics
3.4.2
Differentiation tactics
3.5
Discussion
3.5.1
Cognitive business model design under pluralism
3.5.2
Synergies and pitfalls in paradoxical business models
3.5.3
Managerial Implications: Paradoxical decision-making beyond business models
3.6
Conclusions
3.7
Acknowledgment
3.8
Appendix A: Main business model choice domains for (creative) service firms.
3.9
Appendix B: Case and data source description.
3.10
Appendix C: Inductive research process and data structure.
3.11
References
4
KILLING TWO BIRDS WITH ONE BUSINESS MODEL:
4.1
Introduction
4.1.1
Organizational goals, pluralism and paradoxes of performing
4.1.2
A paradox approach to business models: The conceptual framework
4.2
The analytical model and hypotheses
4.2.1
Portfolio diversification
4.2.2
Client segmentation
4.2.3
Network differentiation
4.2.4
Dual revenue models
4.2.5
Venture separation and integrated culture
4.3
Methods and data
4.3.1
QCA and its suitability for the study of business models and paradox management
4.3.2
The process of fuzzy set QCA
4.3.3
Research setting and data collection
4.3.4
Measures and calibration
4.4
Results
4.4.1
Analysis 1: High creative, high business performance
4.4.2
Analysis 2: Absence of a balanced performance.
4.5
Discussion and conclusion
4.5.1
Towards a configurational theory of differentiation for paradoxical goals through business models.
4.6
Acknowledgment
4.7
Appendix A: Sample description
4.8
Appendix B: Measures and calibration
4.9
Appendix C: Model evaluation
4.10
Appendix D: Analyses
5
COMMITMENTS TO CONFLICTING LOGICS, BUSINESS MODELS, AND PERFORMANCE:
5.1
Introduction
5.2
Literature review
5.2.1
Strategic pluralism and decision-making
5.2.2
Business model heterogeneity and organizational success in pluralistic settings
5.2.3
Conflicts and success criteria in the creative service firms
5.3
Methods
5.3.1
A configurational approach to the study of business models
5.3.2
Qualitative Comparative Analysis
5.3.3
Data and research setting
5.3.4
Survey measures
5.3.5
Fuzzy set calibration and Qualitative Comparative Analysis
5.4
Results
5.4.1
Analysis 1: High creative, high business performance
5.4.2
Analysis 2: Low creative, high business performance
5.4.3
Analysis 3: High creative, low business performance
5.4.4
Analysis 4: Low creative, low business performance
5.5
Discussion
5.6
Conclusions
5.7
Appendix
5.8
References
6
CONCLUSIONS
7
Appendices
Bibliography
Published with bookdown
Managing competing goals through business model design
Acknowledgments