We focus on a particular organization design issue –
namely, the design of an organization’s set of
boundary-spanning transactions – which we refer to as
business model design, and ask how business model design
affects the performance of entrepreneurial firms.
Specifically, by extending and integrating theoretical
perespectives that inform the study of boundary-spanning
organization design, we propose hypotheses about the
impact of efficiency-centered and novelty-centered
business model design on the performance of
entrepreneurial firms. pdf
