Abstract
ABSTRACTCurrently, we are witnessing firms engaging in acquisitions to explore new business models. However, despite operating within similar industry sectors, integrating these business models can be challenging. Beyond the mere integration of operational aspects, this paper argues that business model integration should encompass two crucial dimensions: the integration of market architectural strategies and the assimilation of mindsets that drive market operations. The paper constructs a typology for business model integration, grounded in the integration of market architectural strategies, and mindsets and illustrates the types through international acquisition examples. The paper contributes to existing research by exploring integration within the context of business model acquisitions. The division into market architectural strategies and mindset advances past understanding of business models. The conceptualization of “value‐creation culture” extends the boundaries of past acquisition research and underscores the significance of mindsets associated with new business models.
Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
