Abstract
This qualitative research adopts a strategy-as-practice perspective to explore the roles of micro-level practices during a business model (BM) innovation process. Using the context of omni-channel retailing for empirical analysis, this research demonstrates that the capabilities required to successfully design and implement a new BM for digital transformation fall within the capacity of managers from middle and lower management levels to develop practices of bricolage. This research demonstrates that business model innovation (BMI) does not only occur through organizational level test-and-learn processes but also relies on micro-level practices of bricolage from lower-level managers within the organization. A BMI is a process in which implementation (top-down) and emergence (bottom-up) are intertwined. Indeed, some micro-level practices of bricolage may be used by top management in the design of the new BM to improve implementation phases.
Published Version
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