Jaakko Aspara

TL;DR: In this paper, the authors examined the financial performance implications of a firm's strategic emphases with respect to business model innovation vs. replication and found that firms that have a high strategic emphasis on business-model innovation as well as a high emphasis on replication exhibit a higher average value of profitable growth than firms that do not strategically emphasize either dimension.

TL;DR: In this article, a case study of Nokia's corporate business model transformation between 1990 and 1996 is presented, which proved highly successful and involved using the current reputational rankings of Nokia businesses as selection criteria for which businesses to retain and which ones to divest, as well as eliminating businesses which embodied business model elements which were attributed as factors in past business failures.

TL;DR: In this paper, the authors used large-scale randomized field experiments with more than 17,000 consumers and found that the impact of marketing on sales purchases may follow an inverted U-shaped relationship when price discounts are moderate rather than deep or absent.

TL;DR: In this article, a conceptualization of how and why corporate level strategic change may build on historical differentiation at business unit level is presented, highlighting the importance of corporate level market mechanisms that allow promising strategic alternatives to emerge and select out inferior options.

TL;DR: In this paper, the authors analyze a unique data set of 628 firms with a novel method of configurational analysis: fuzzy-set qualitative comparative analysis, and find that market orientation is an important determinant of business performance.