Sources of Dependence and Non-Profit Business Model Trajectory: Evidence from Lyon e-Sport

Abstract

Purpose: This article uses a dynamic approach to analyzing the role of resource dependence on the BM trajectory of a non-profit organization. Non-profit organizations are particularly dependent on access to external resources and advanced partnerships to create, deliver and capture value. Because they have little or no control on these external resources, this dependence may influence the business model orchestration and its evolution over time. Design/methodology/approach: Based on an in-depth case study of a major French e-sport association, the qualitative methodology relies on 15 semi-structured interviews and a large amount of secondary data covering a period of 12 years (2011-2023). Findings: This article identify various types and intensities of the sources of dependence that shape the BM trajectory. It specifies this influence on the mechanisms of value creation, proposition, and capture and describes the dynamics of reinforcement or reduction of dependence, according to the strategic actions deployed. Practical implications: The article encourages non-profit organizations to consider addiction as a positive phenomenon, in order to structure their value logic and acquire a short-term reputation. In the medium term, dependence needs to be controlled and rebalanced as the BM continues to grow. Originality/value: The originality lies in the use of resource dependency theory to analyze the BM trajectory. Knowing that the BM is theoretically grounded in the resource-based view, this this view of dependence contributes to better understand the internal and external factors influencing a BM's evolution process