Coupling business models and business strategies to strategic thinking: a strategy-as-practice perspective / Acoplar modelos de negócio e estratégias empresariais ao pensamento estratégico: uma perspectiva de estratégia como prática

Abstract

In this paper we make an investigation to examine how the business model and business strategy concepts are used as a strategizing device into managers’ strategic thinking process from the strategy-as-practice perspective. An action research method was applied in four Brazilian companies. We have collected empirical evidences that suggest that fitting the business model and the business strategy concepts appropriately into managers’ strategic thinking raises the chances that this process becomes more creative at the individual and at the organizational level. As opposed to other academic definitions, we have hypothesized that reaching strategic thinking at the organizational level is more influenced by the vision of the top management rather than by the strategic thinking abilities of middle managers. This paper extends strategy-as-practice research suggesting four ways that the business model concept can be used as a strategizing device. Also, we point out that the business model concept can give new directions to the strategic thinking research, as well as to the strategic change research. In the end, we suggest that strategy practitioners need to emphasize their strategic dialogues more on intentions rather than just on numbers. We also suggest that managers need to add experimentation into their strategic thinking process, in order to low the risk of taking competitive moves that comprise business model changes.