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Strategic Management of Business Model Transformation: Lessons from Nokia
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We offer a conceptualization of how and why corporate level strategic change may
build on historical differentiation at business unit level.
Design/methodology/approach: Methodologically, we report an historical case study of Nokia
Corporation’s drastic business model transformation between the years 1987 and 1995.
Findings: Our conceptual and historical work results in a process model of business model
change, demonstrating how central business units feed strategic alternatives and capabilities to
the corporate-level transformation process.
Practical implications: Our results highlight the importance of corporate level ‘market
mechanisms’ that allow promising strategic alternatives to emerge and select out inferior options.
In this process, a key mechanism is the exchange of executives and cognitive mindsets between
business units and corporate headquarters (CHQ).
NONE
Strategic Management of Business Model Transformation: Lessons from Nokia
Management
English
Emerald Group Pub
1-42
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