Abstract
This paper studies the business model (BM) relevance for business leaders in the construction industry. Specifically, we address the question of the comprehension and utility of the generation, remuneration, participation (GRP) model, a BM representation, for leaders within an established sector. Using an action research methodology, our findings empirically prove that the BM can be taken out of its original context of start-ups, and used within existing organisations. Our results also suggest that in traditional small-sized companies, where strategic tools are rarely mobilised, the BM might be appropriate for leaders to address the question of business growth. Interaction between leaders and researchers also contributed to the advancement of the GRP model and the homogenisation of its visual representation.
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