Implementation of regenerative business models in transitioning companies – are middle managers ready for action?

Abstract

Purpose

This study aims to address a substantial research gap regarding the implementation of regenerative business models (RBMs). Drawing on complementary organizational behaviour theories, it explores the role of middle managers in this process and how to move them to action.

Design/methodology/approach

A sample of 14 French companies, whose CEOs have publicly announced a transition to RBM, was identified. In each company, a middle manager involved in implementing RBM changes was interviewed using a qualitative expert interview methodology.

Findings

The findings confirm the pivotal role of middle managers in achieving business model changes. Three major influencing factors combine to form a typology of middle managers’ action-readiness profiles.

Research limitations/implications

This study has limitations that suggest directions for future research. Firstly, while qualitative methods offer valuable insights, they lack the generalizability of quantitative approaches. Secondly, as this study is limited to France, there is a need for similar research in other regions to understand cultural variations in middle managers’ interactions with RBMs.

Practical implications

The study identifies three levers to accelerate RBM implementation: introducing collaborative instances, developing strategies to enhance middle managers’ action readiness and ensuring an appropriate alignment between middle managers’ profiles and the demands of RBM transitions.

Originality/value

The study contributes novel insights into the challenges faced by companies in innovating their business model by taking a regenerative approach.

Citation

Gervais, F., Coulombel, P. and Okeke, O.J.-P. (2024), "Implementation of regenerative business models in transitioning companies – are middle managers ready for action?", International Journal of Organizational Analysis, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/IJOA-03-2024-4407