Discovering new business models for knowledge intensive organizations

Abstract

Purpose Assists senior managers with generating new business models by mapping the competitive space occupied by knowledge intensive organizations and outlining strategic positioning options. Design/methodology/approach Provides a conceptual paper based on studies of knowledge intensive organizations. Findings Based on four strategic positioning characteristics, the authors identify three types of knowledge intensive organizations; diagnosis, search, and design shops. All knowledge intensive organizations are either pure types or combinations of these types. Practical implications While mapping the competitive space lets managers of knowledge intensive organizations pinpoint where they are relative to their rivals, strategy involves finding unique, profitable business models. To help managers detect potential opportunities, the paper outlines a full menu of competitive positioning options. Generating new business models in this manner should allow managers to enter existing, profitable niches or establish new, potentially profitable niches. Originality/value Few studies delineate the competitive terrain occupied by knowledge intensive organizations and then outline competitive positioning options for knowledge intensive organizations.