PurposeThis study explores the role of business model as a state variable during transformation of a financial institution to become a multinational enterprise. Prior studies of the Uppsala model overlooked business model evolution for cross-border productivity and performance.Design/methodology/approachThe research design employs the resource-based view for an in-depth case study of JMMB, a family-managed Jamaica-based financial firm, using data from primary and secondary sources, covering the period 1992 to 2014.FindingsJMMB's business model was the channel through which resources and capabilities gave rise to an innovative product for successful positioning in an international network. This was augmented by strong family orientation toward customer service, a distinctive asset that shaped the nature and trajectory of the business model. Cross-border alliancing and risk management were crucial dynamic capabilities for replicating the business model in foreign markets.Research limitations/implicationsWhile the observations are not generalizable to other firms, they indicate that a business model is a key unit of analysis for understanding how the firm makes the transition to become a multinational enterprise.Practical implicationsFinancial institutions may internationalize in a small island, developing stages through a strategy of focused product differentiation based on disruptive innovation with cross-border partnerships for ease of market entry and experiential learning.Social implicationsThe research has identified opportunities for effective and efficient work methods in pursuit of productivity gains.Originality/valueThe study is the first to illustrate business model as a state variable in the Uppsala model of multinational enterprise evolution for a financial firm.
Business Model Evolution of Content Platform in Emerging Economy: A Case Study of Bilibili
