| Praise For Exploring The Field of business Model Innovation | 5 |
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| Acknowledgements | 7 |
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| Contents | 8 |
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| List of Figures | 11 |
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| List of Tables | 12 |
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| Author Biographies | 13 |
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| CHAPTER 1: Introduction | 14 |
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| Note | 17 |
| Bibliography | 17 |
| CHAPTER 2: Leading Business Model Research: The Seven Schools of Thought | 19 |
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| 2.1 Activity System School (IESE Business School and Wharton School of the University of Pennsylvania) | 20 |
| 2.2 Process School (IAE Business School) | 22 |
| 2.3 Cognitive School (Cass Business School) | 25 |
| 2.4 Technology-Driven School (University of California, Berkeley) | 27 |
| 2.5 Strategic Choice School (Harvard Business School) | 30 |
| 2.6 Recombination School (University of St. Gallen) | 31 |
| 2.7 Duality School (London Business School) | 34 |
| 2.8 Case Study: Nespresso from the Perspective of the Seven Schools of Thought | 36 |
| 2.9 Preliminary Discussion | 42 |
| 2.10 Role of Theories for Explaining a Phenomenon | 51 |
| Notes | 54 |
| Bibliography | 54 |
| CHAPTER 3: Exploring the Role of Popular Management Theories for BMI Research | 59 |
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| 3.1 Absorptive Capacity Theory | 59 |
| 3.2 Administrative Behaviour Theory | 61 |
| 3.3 Agency Theory (Principal–Agent Problem) | 62 |
| 3.4 Behavioural Decision Theory | 62 |
| 3.5 Managerial Cognition | 63 |
| 3.5.1 Schemata | 63 |
| 3.5.2 Cognitive Maps | 64 |
| 3.5.3 Dominant Logic | 64 |
| 3.5.4 Boundary Objects | 65 |
| 3.5.5 Summary: Business Models and the Cognitive Perspective | 65 |
| 3.6 Contingency Theory | 66 |
| 3.7 Theory of Dynamic Capabilities | 67 |
| 3.8 Evolutionism | 68 |
| 3.9 Organizational Ambidexterity | 69 |
| 3.10 General Systems Theory | 70 |
| 3.11 Path Dependency Theory (Historical Institutionalism) | 71 |
| 3.12 Institutional Theory | 71 |
| 3.13 Knowledge-Based View of the Firm | 72 |
| 3.14 Organizational Learning Theory | 72 |
| 3.15 Resource-Based View of the Firm | 73 |
| 3.16 Resource Dependency Theory | 74 |
| 3.17 Social Capital Theory | 75 |
| 3.18 Social Network Theory | 75 |
| 3.19 Stakeholder Theory | 76 |
| 3.20 Transaction Cost Theory | 77 |
| Notes | 78 |
| Bibliography | 79 |
| CHAPTER 4: Exploring Upcoming Theories for BMI Research: Enlightening the Dark Side of the Moon | 89 |
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| 4.1 Theory of Argumentation | 90 |
| 4.2 Attention-Based View | 90 |
| 4.3 Chaos Theory | 92 |
| 4.4 Competitive Imitation | 92 |
| 4.5 Cognitive Dissonance Theory | 93 |
| 4.6 Social Cognitive Theory | 94 |
| 4.7 Theory of Constraints | 94 |
| 4.8 Effectuation | 95 |
| 4.9 Equity Theory | 96 |
| 4.10 Experiential Learning Theory | 97 |
| 4.11 Flow Theory | 97 |
| 4.12 Game Theory | 98 |
| 4.13 Garbage Can Theory | 98 |
| 4.14 Theory of Illusion of Control | 99 |
| 4.15 Information-Processing Theory | 99 |
| 4.16 Language Action Perspective | 100 |
| 4.17 Management Fashion Theory | 101 |
| 4.18 New Institutionalism | 101 |
| 4.19 Organizational Culture Theory | 102 |
| 4.20 Organizational Information-Processing Theory | 102 |
| 4.21 Portfolio Theory | 103 |
| 4.22 Product Lifecycle Model | 103 |
| 4.23 Prospect Theory | 104 |
| 4.24 Punctuated Equilibrium Theory | 104 |
| 4.25 Real Options Theory | 105 |
| 4.26 Self-Efficacy Theory | 105 |
| 4.27 Slack Theory | 106 |
| 4.28 Social Exchange Theory | 106 |
| 4.29 Structuration Theory | 107 |
| 4.30 Transactive Memory Theory | 108 |
| Notes | 108 |
| Bibliography | 110 |
| CHAPTER 5: Conclusion: Opening up a New Debate on BMI | 118 |
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| Bibliography | 122 |
| Index | 123 |