Business model configurations and performance: A qualitative comparative analysis in Formula One racing, 2005-2013

Paolo Aversa, Cass Business School; Santi Furnari, Cass Business School; and Stefan Haefliger, Cass Business School

Industrial and Corporate Change

Abstract: We investigate the business model configurations associated with high and low firm performance by conducting a qualitative comparative analysis of firms competing in Formula One racing. We find that configurations of two business models — one focused on selling technology to competitors, the other one on developing and trading human resources with competitors — are associated with high performance. We also investigate why these configurations are high-performing and find that they are underpinned by capability-enhancing complementarities, accelerating firms’ learning and supporting the development of focused firms’ capabilities.

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