Date of this Version
Strategic Management Journal
We examine the fit between a firm's product market strategy and its business model. We develop a formal model in order to analyze the contingent effects of product market strategy and business model choices on firm performance. We investigate a unique, manually collected dataset, and find that novelty-centered business models—coupled with product market strategies that emphasize differentiation, cost leadership, or early market entry—can enhance firm performance. Our data suggest that business model and product market strategy are complements, not substitutes.
This is the peer reviewed version of the following article: Zott, C. and Amit, R. (2008), The fit between product market strategy and business model: implications for firm performance. Strat. Mgmt. J., 29: 1–26., which has been published in final form at doi: 10.1002/smj.642. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving http://olabout.wiley.com/WileyCDA/Section/id-820227.html#terms.
product market strategy, business model, performance, contingency theory, competitive strategy
Zott, C., & Amit, R. H. (2008). The Fit Between Product Market Strategy and Business Model: Implications for Firm Performance. Strategic Management Journal, 29 (1), 1-26. http://dx.doi.org/10.1002/smj.642
Date Posted: 27 November 2017
This document has been peer reviewed.