Despite the fact that business model innovation (BMI) has attracted intense scholarly attention, there is a paucity of insights concerning the organizational implementation of BMI efforts in large corporations. This paper investigates how business model innovation is managed in the complex environment of the chemical industry and derives consequences for the establishment of a systematic BMI process in large corporations. Based on a multiple case study design, we identify three different types of BMI processes and show that (1) the degree of technology involvement and (2) the stage of technology development act as key moderators for the choice of process. With our results, we contribute novel insights to the ongoing academic discussions on BMI processes in corporate environments and on the relationship between technology and business model innovation. Practitioners will profit from rich implications gained from our study.
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