P. Aversa, S. Haefliger, A. Rossi, and C. Baden-fuller, From Business Model to Business Modelling: Modularity and Manipulation, Business Models and Modelling, vol.33, pp.151-185, 2015.

P. Andries, K. Debackere, and B. Van-looy, Simultaneous Experimentation as a Learning Strategy: Business Model Development Under Uncertainty: New Ventures' Business Model Development Under Uncertainty, Strategic Entrepreneurship Journal, vol.7, issue.4, pp.288-310, 2013.

C. Baden-fuller and V. Mangematin, Business models: A challenging agenda. Strategic Organization, vol.11, pp.418-427, 2013.
URL : https://hal.archives-ouvertes.fr/hal-00869707

C. Baden-fuller and M. S. Morgan, Business Models as Models, Long Range Planning, vol.43, issue.2-3, pp.156-171, 2010.

H. Berends, A. Smits, I. Reymen, and K. Podoynitsyna, Learning while (re) configuring: Business model innovation processes in established firms. Strategic Organization, p.1476127016632758, 2016.

C. B. Bingham and J. P. Davis, Learning Sequences: Their Existence, Effect, and Evolution, Academy of Management Journal, vol.55, issue.3, pp.611-641, 2012.

,

S. L. Brown and K. M. Eisenhardt, The Art of Continuous Change: Linking Complexity Theory and Time-Paced Evolution in Relentlessly Shifting Organizations, 1997.

, Administrative Science Quarterly, vol.42, issue.1

B. M. Caulfield and S. C. Donnelly, What is Connected Health and why will it change your practice?, QJM, vol.106, issue.8, pp.703-707, 2013.

H. Chesbrough, Business Model Innovation: Opportunities and Barriers, Long Range Planning, vol.43, issue.2-3, pp.354-363, 2010.

H. W. Chesbrough, Why Companies Should Have Open Business Models, MIT Sloan Management Review, vol.48, issue.2, pp.22-28, 2007.

B. L. Connelly, S. T. Certo, R. D. Ireland, and C. R. Reutzel, Signaling Theory: A Review and Assessment, Journal of Management, vol.37, issue.1, pp.39-67, 2011.

,

L. Doganova and M. Eyquem-renault, What do business models do?: Innovation devices in technology entrepreneurship, Research Policy, vol.38, issue.10, pp.1559-1570, 2009.

,

Y. L. Doz and M. Kosonen, Embedding Strategic Agility: A Leadership Agenda for Accelerating Business Model Renewal, Long Range Planning, vol.43, issue.2-3, pp.370-382, 2010.

,

A. Dubois and L. Gadde, Systematic combining: an abductive approach to case research, Journal of Business Research, vol.55, issue.7, pp.553-560, 2002.

K. Eisenhardt, Building theories from case study research, Academy of Management Review, vol.14, issue.4, pp.532-550, 1989.

G. George and A. J. Bock, The Business Model in Practice and its Implications for Entrepreneurship Research, Entrepreneurship: Theory & Practice, vol.35, pp.83-111, 2011.

,

D. A. Gioia, K. G. Corley, and A. L. Hamilton, Seeking Qualitative Rigor in Inductive Research: Notes on the Gioia Methodology, vol.16, pp.15-31, 2013.

D. A. Gioia, K. N. Price, A. L. Hamilton, and J. B. Thomas, Forging an Identity: An Insider-outsider Study of Processes Involved in the Formation of Organizational Identity, Administrative Science Quarterly, vol.55, issue.1, pp.1-46, 2010.

I. Hacking, Representing and Intervening: Introductory Topics in the Philosophy of Natural Science, 1983.

A. Langley, Strategies for Theorizing from Process Data, The Academy of Management Review, vol.24, issue.4, pp.691-710, 1999.

A. Langley, Process thinking in strategic organization, Strategic Organization, vol.5, issue.3, p.271, 2007.

A. Langley, C. Smallman, H. Tsoukas, and A. H. Van-de-ven, Process Studies of Change in Organization and Management: Unveiling Temporality, Activity, and Flow. Academy of Management Journal, vol.56, issue.1, pp.1-13, 2013.

,

S. Lubik and E. Garnsey, Early Business Model Evolution in Science-based Ventures: The Case of Advanced Materials, Long Range Planning, vol.49, issue.3, pp.393-408, 2016.

,

, Introduction: Business Models and Modelling Business Models, Business Models and Modelling, vol.33, 2015.

L. L. Martins, V. P. Rindova, and B. E. Greenbaum, Unlocking the Hidden Value of Concepts: A Cognitive Approach to Business Model Innovation: A Cognitive Approach to Business Model Innovation, Strategic Entrepreneurship Journal, vol.9, issue.1, pp.99-117, 2015.

T. Mikhalkina and L. Cabantous, Business Model Innovation: How Iconic Business Models Emerge, Business Models and Modelling, vol.33, pp.59-95, 2015.

R. G. Mcgrath, Business Models: A Discovery Driven Approach, Long Range Planning, vol.43, issue.2-3, pp.247-261, 2010.

M. Morris, M. Schindehutte, and J. Allen, The entrepreneur's business model: toward a unified perspective, Journal of Business Research, vol.58, issue.6, pp.726-735, 2005.

,

F. Murray and M. Tripsas, The exploratory processes of entrepreneurial firms: the role of purposeful experimentation, Business Strategy over the Industry Lifecycle, vol.21, pp.45-75, 2004.

R. Rosenberg, J. Vanlare, B. Reinholt, R. Satya, and J. Dertouzos, Capturing Value From Connected Health, VIVO:THE BUSINESS AND MEDICINE REPORT, 2015.

R. Rumble and V. Mangematin, Business Model Implementation: The Antecedents of Multi-Sidedness, Business Models and Modelling, vol.33, pp.97-131, 2015.
URL : https://hal.archives-ouvertes.fr/hal-01183388

G. R. Salancik and J. Pfeffer, A Social Information Processing Approach to Job Attitudes and Task Design, Administrative Science Quarterly, vol.23, issue.2, 1978.

J. Sandberg, B. Loacker, and M. Alvesson, Conceptions of Process in Organization and Management: The Case of Identity Studies, The Emergence of Novelty in Organizations, pp.318-344, 2015.

W. G. Sanders and S. Boivie, Sorting things out: valuation of new firms in uncertain markets, Strategic Management Journal, vol.25, issue.2, pp.167-186, 2004.

,

L. Smircich and C. Stubbart, Strategic Management in an Enacted World, The Academy of Management Review, vol.10, issue.4, pp.724-736, 1985.

M. Sosna, R. N. Trevinyo-rodríguez, and S. R. Velamuri, Business Model Innovation through Trial-and-Error Learning, Long Range Planning, vol.43, issue.2-3, pp.383-407, 2010.

,

M. C. Suchman, Managing Legitimacy: Strategic and Institutional Approaches, The Academy of Management Review, vol.20, issue.3, pp.571-610, 1995.

S. Svejenova, M. Planellas, and L. Vives, An Individual Business Model in the Making: a Chef's Quest for Creative Freedom, Long Range Planning, vol.43, issue.2-3, pp.408-430, 2010.

D. J. Teece, Business Models, Business Strategy and Innovation, Long Range Planning, vol.43, issue.2-3, pp.172-194, 2010.

S. Timmermans and I. Tavory, Theory Construction in Qualitative Research: From Grounded Theory to Abductive Analysis, Sociological Theory, vol.30, issue.3, pp.167-186, 2012.

,

E. T. Tornikoski and S. L. Newbert, Exploring the determinants of organizational emergence: A legitimacy perspective, Journal of Business Venturing, vol.22, issue.2, pp.311-335, 2007.

,

E. Von-hippel and M. J. Tyre, How learning by doing is done: problem identification in novel process equipment, Research Policy, vol.24, issue.1, pp.1-12, 1995.

, , p.747

R. K. Yin, Case study research: design and methods, 1984.

M. A. Zimmerman and G. J. Zeitz, Beyond Survival: Achieving New Venture Growth by Building Legitimacy, The Academy of Management Review, vol.27, issue.3, pp.414-431, 2002.

,

C. Zott and R. Amit, Business Model Design and the Performance of Entrepreneurial Firms, Organization Science, vol.18, issue.2, pp.181-199, 2007.

C. Zott and R. Amit, Business Model Design: An Activity System Perspective, Long Range Planning, vol.43, issue.2-3, pp.216-226, 2010.

C. Zott and Q. N. Huy, How entrepreneurs use symbolic management to acquire resources, Administrative Science Quarterly, vol.52, issue.1, pp.70-105, 2007.