Managing Turbulence: BUSINESS MODEL DEVELOPMENT IN A FAMILY-OWNED AIRLINE

被引：17

作者：

Bogers, Marcel ^{[1
,2
]}

Boyd, Britta ^{[3
,4
]}

Hollensen, Svend ^{[5
]}

机构：

[1] Univ Copenhagen, Innovat & Entrepreneurship, DK-1168 Copenhagen, Denmark

[2] Univ Southern Denmark, Odense, Denmark

[3] Univ Southern Denmark, Business Econ, Odense, Denmark

[4] Beijing Inst Technol, Beijing, Peoples R China

[5] Univ Southern Denmark, Int Mkt, Odense, Denmark

来源：

CALIFORNIA MANAGEMENT REVIEW | 2015年 / 58卷 / 01期

关键词：

Families & Family Life; Business Failures; B2B; Business Model Development; TECHNOLOGICAL-INNOVATION; CONTROLLED FIRMS; PERFORMANCE; CAPABILITIES; EXPLOITATION; EXPLORATION; SUCCESSION; DIRECTORS; PARADOX;

D O I：

10.1525/cmr.2015.58.1.41

中图分类号：

F [经济];

学科分类号：

02 ;

摘要：

How can a family business reduce environmental uncertainty and dependence by developing its business model, changing the logic of creating and capturing value through its activities? Cimber, a Denmark-based family-owned airline, has developed different business models since its establishment in 1950. Resource dependence theory can help illuminate the actions that Cimber took in this process. The family played an important role in balancing internal and external influences, shaping the scope and complexity of the business model, and creating specific path dependencies.

引用

页码：41 / 64

页数：24