Business Model Innovation and Managerial Tensions for Sustainability: A Case Study in the Energy Sector

This study investigates how managerial tensions affect Business Model Innovation (BMI) in the context of newcomers navigating cross-industry innovation and sustainability transitions. Our findings reveal that tensions within markets and business models often create contradictory conditions that significantly impact BMI success. Effectively managing relationships between assets is crucial for overcoming these challenges and achieving market success and competitive advantage. Through a detailed case study of a new entrant in the energy sector, we illustrate how managerial tensions can influence BMI outcomes, particularly amid pressures of innovation across industries and sustainability transitions. Furthermore, we examine how managers address these challenges during the BMI process, balancing conflicting demands at different levels.