Business model innovation and changes in perceptions of actor importance: how motives for BMI shape actor evaluations

Abstract

Purpose The purpose of this paper is to examine how firms’ motivations for implementing business model innovation (BMI) differ and how these motivational configurations are associated with changes in the perceived importance of actors in firms’ business networks following BMI implementation. Design/methodology/approach The study adopts a mixed-method research design combining qualitative and quantitative data from BMI technology-based firms. Findings The findings identify distinct motivational configurations ranging from strategically articulated and market-oriented motives to more operational and ad hoc considerations. The results further show that BMI implementation is associated with changes in the perceived importance of business network actors over time, and that the magnitude of these changes differs systematically across motivational configurations. Firms driven by strong strategic and market-oriented motives exhibit the most pronounced re-evaluation of actor importance, particularly with respect to external actors. Research limitations/implications Although the study examines perceived changes in actor importance before and after BMI, it limits the ability to fully capture the dynamic evolution of relationships during the BMI process. Future research could apply longitudinal or process-based designs to better understand how relational changes unfold over time. Practical implications The findings suggest that successful BMI requires active management of relationships within business networks. Managers should reassess the strategic importance of partners and treat relational capabilities as key assets supporting transformation. Firms driven by strategic BMI motives are more likely to achieve meaningful network change, highlighting the importance of collaboration, partner integration and co-creation practices. Managers should also strengthen partnerships with universities, research institutions and public organizations and develop structured approaches to network orchestration and ecosystem coordination. Social implications By highlighting the growing importance of collaboration with universities, research institutions and public organizations, the study underscores the societal role of interorganizational networks in supporting innovation and technology diffusion. Stronger cooperation between firms and knowledge institutions may accelerate capability development and contribute to more dynamic innovation ecosystems. Additionally, the shift toward customers as active co-creators of value suggests more participatory and user-centred innovation processes, which may enhance the societal relevance and responsiveness of technology-based business models. Originality/value The study contributes to BMI research by bringing the Industrial Marketing & Purchasing Group’s interaction perspective directly into the discussion of business model change. It suggests that BMI is not only about redesigning how a firm creates and captures value, but also about how managers reconsider the importance of actors in the firm’s business network. By linking motives for BMI with changes in actor evaluations, the paper shows that different motivational configurations are associated with different patterns of perceived actor importance. In this way, the study offers a relational and motive-based understanding of BMI.