Milking the change: navigating dairy alternatives
(2025) BUSN09 20251Department of Business Administration
- Abstract
- As markets become increasingly fierce in competition and rapid shifts disrupt the market dynamics, the pressure on firms to be able to adapt their business models and strategies has become a crucial aspect. The thesis adopts a qualitative multiple case study approach where the purpose is to investigate how firms are adapting their business models through dynamic capabilities in the plant-based industry. The research analyzes how incumbents and challengers navigate through this emerging market. It aims to contribute through the combination of business model adaptation and dynamic capabilities framework in a new contextual setting. The unit of analysis is the three main categories of sensing, seizing and transforming (reconfiguration) from... (More)
- As markets become increasingly fierce in competition and rapid shifts disrupt the market dynamics, the pressure on firms to be able to adapt their business models and strategies has become a crucial aspect. The thesis adopts a qualitative multiple case study approach where the purpose is to investigate how firms are adapting their business models through dynamic capabilities in the plant-based industry. The research analyzes how incumbents and challengers navigate through this emerging market. It aims to contribute through the combination of business model adaptation and dynamic capabilities framework in a new contextual setting. The unit of analysis is the three main categories of sensing, seizing and transforming (reconfiguration) from the dynamic capabilities framework. These have been further broken down into subcategories based upon the empirical findings.
Sensing is the ability to identify opportunities and threats in technological development and changes in the external environment. Seizing is the strategic decisions taken to align and commit resources to capture the value of an identified opportunity. Lastly, the transformation capability refers to the firm’s ability to reconfigure the asset and organizational structure to be
able to sustain new adaptations in the business model. The empirical findings suggest that the adaptation process is a continuous and non-linear framework. In addition, the transformational capability should be separated into two components. The first one being integrated earlier in the adaptation process and refers to the soft values of culture and organizational values, whereas the second category is regarding the asset and structure change. Sensing barriers and threats is identified as one major driver for adaptation, which leads to the seizing through strategic alliances, investments into R&D and business model protection. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9203464
- author
- Thuresson, Simon LU and Merz, Shannon Joline LU
- supervisor
- organization
- course
- BUSN09 20251
- year
- 2025
- type
- H1 - Master's Degree (One Year)
- subject
- keywords
- Business model, Business model adaptation, Dynamic Capability Framework, Plant-based industry, Sustainability
- language
- English
- id
- 9203464
- date added to LUP
- 2025-06-23 10:05:22
- date last changed
- 2025-06-23 10:05:22
@misc{9203464,
abstract = {{As markets become increasingly fierce in competition and rapid shifts disrupt the market dynamics, the pressure on firms to be able to adapt their business models and strategies has become a crucial aspect. The thesis adopts a qualitative multiple case study approach where the purpose is to investigate how firms are adapting their business models through dynamic capabilities in the plant-based industry. The research analyzes how incumbents and challengers navigate through this emerging market. It aims to contribute through the combination of business model adaptation and dynamic capabilities framework in a new contextual setting. The unit of analysis is the three main categories of sensing, seizing and transforming (reconfiguration) from the dynamic capabilities framework. These have been further broken down into subcategories based upon the empirical findings.
Sensing is the ability to identify opportunities and threats in technological development and changes in the external environment. Seizing is the strategic decisions taken to align and commit resources to capture the value of an identified opportunity. Lastly, the transformation capability refers to the firm’s ability to reconfigure the asset and organizational structure to be
able to sustain new adaptations in the business model. The empirical findings suggest that the adaptation process is a continuous and non-linear framework. In addition, the transformational capability should be separated into two components. The first one being integrated earlier in the adaptation process and refers to the soft values of culture and organizational values, whereas the second category is regarding the asset and structure change. Sensing barriers and threats is identified as one major driver for adaptation, which leads to the seizing through strategic alliances, investments into R&D and business model protection.}},
author = {{Thuresson, Simon and Merz, Shannon Joline}},
language = {{eng}},
note = {{Student Paper}},
title = {{Milking the change: navigating dairy alternatives}},
year = {{2025}},
}