Revisiting business development: a review, reconceptualization, and proposed framework

Wei, Yu-Min; Lin, Hsin-Mei
A icle
Re isi ing business de elopmen : a e iew,
econcep ualiza ion, and p oposed amewo k
Cogen Business & Managemen
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Sugges ed Ci a ion: Wei, Yu-Min; Lin, Hsin-Mei (2024) : Re isi ing business de elopmen : a e iew,
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Re isi ing business de elopmen : a e iew,
econcep ualiza ion, and p oposed amewo k
Yu-Min Wei & Hsin-Mei Lin
To ci e his a icle: Yu-Min Wei & Hsin-Mei Lin (2024) Re isi ing business de elopmen : a
e iew, econcep ualiza ion, and p oposed amewo k, Cogen Business & Managemen , 11:1,
2351475, DOI: 10.1080/23311975.2024.2351475
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Cogen Business & ManageMen
2024, VoL. 11, no. 1, 2351475
Re isi ing business de elopmen : a e iew, econcep ualiza ion, and
p oposed amewo k
Yu-Min weia and hsin-Mei linb
aPhD P og am in s a egy and De elopmen o eme ging indus ies, na ional Chi nan uni e si y, Puli, aiwan; bDepa men
o in e na ional Business s udies, na ional Chi nan uni e si y, Puli, aiwan
ABSTRACT
Business De elopmen (BD) ac i i ies ha e become p e alen in p ac ice, and p io
esea ch has demons a ed hei po en ial o enhance and complemen he co e
compe encies o en e p ises. howe e , he limi ed and agmen ed exis ing li e a u e on
Business De elopmen highligh s he need o a comp ehensi e in eg a ion e o o
eassess he heo e ical ounda ion and o e all concep . his a icle comp ehensi ely
e iews 125 pape s on Business De elopmen , in es iga es en e p ises’ esponses o
business en i onmen changes (which encompass en i onmen al adap a ion and
esou ce le e age, en i onmen al managemen and esou ce alloca ion, en i onmen al
c ea ion and esou ce alignmen , and en i onmen al explo a ion and esou ce
de elopmen ), and cla i ies he e olu iona y ajec o y o he Business De elopmen
li e a u e esea ch s eam. Fu he mo e, we ad ance a comp ehensi e concep ual
amewo k and heo e ical model o iden i y a ne wo k o cons uc s and hei
connec ions wi h c ucial dimensions o Business De elopmen . he indings o his
s udy signi ican ly con ibu e o unde s anding Business De elopmen and p o ide
aluable insigh s o u u e esea ch and p ac ice.
1. In oduc ion
Many en e p ises commonly expe ience he ma u e pe iod o he p oduc li e cycle, which leads o
dec easing ma ke demand, in ensi ying compe i ion, and echnical di icul ies. as business g ow h decel-
e a es, en e p ises may expe ience a slowdown in he g ow h a e o sales (li le & swee ing, 1983a,
1983b). in he 1950s and 1960s, many en e p ises ecognized he need o adap o hese challenges.
consequen ly, en e p ises ha e implemen ed a ious o ganiza ional s a egies o s imula e inno a ion
and c ea i i y so hey can explo e and capi alise on new business oppo uni ies (pea son, 1976; wilemon
& hule , 1972). hese ypes o in es men , inno a ion, and isk- aking ac i i ies a e commonly e e ed
o as new ‘Business De elopmen (BD)’, which in ol es in es iga ing new p oduc s o se ices, launching
© 2024 he au ho (s). Published by in o ma uK Limi ed, ading as aylo & F ancis g oup
CONTACT Yu-Min Wei [email p o ec ed]; [email protected]. w PhD P og am in s a egy and De elopmen o eme ging
indus ies, na ional Chi nan uni e si y, Puli, aiwan
h ps://doi.o g/10.1080/23311975.2024.2351475
his is an open access a icle dis ibu ed unde he e ms o he C ea i e Commons a ibu ion License (h p://c ea i ecommons.o g/licenses/by/4.0/), which
pe mi s un es ic ed use, dis ibu ion, and ep oduc ion in any medium, p o ided he o iginal wo k is p ope ly ci ed. he e ms on which his a icle has been
published allow he pos ing o he accep ed Manusc ip in a eposi o y by he au ho (s) o wi h hei consen .
ARTICLE HISTORY
ecei ed 7 Decembe
2023
e ised 8 ap il 2024
accep ed 28 ap il 2024
KEYWORDS
Business de elopmen ;
business en i onmen ;
s a egic inno a ion;
co po a e
en ep eneu ship;
dynamic capabili y; social
ne wo k; knowledge
managemen
REVIEWING EDITOR
Je ey Muldoon, Empo ia
s a e uni e si y, uni ed
s a es
SUBJECTS
Business his o y;
En ep eneu ship and
small Business
Managemen ;
in e na ional Business;
o ganiza ional s udies;
esea ch Me hods in
Managemen ; s a egic
Managemen ;
Managemen o
echnology and
inno a ion; c i ical
Managemen s udies;
Business, Managemen
and accoun ing; public
and nonp o i
Managemen
2 Y.-M. wEi anD h.-M. lin
new echnologies, and comme cialising s a -ups o c ea e new g ow h oppo uni ies (Fas , 1979). Gal in
(1966) indica ed ha changes in en e p ise o ma ke goals can igge a complex o ganisa ional es uc-
u ing ha di e s om he s anda d g ow h p ocess. hese eme ging Business De elopmen app oaches
a e in eg al o he p ocess o en e p ise es uc u ing. when changes in he ma ke , echnology, o com-
pe i i e landscape pose a h ea o an exis ing business, Business De elopmen is he mos challenging
and di icul op ion an en e p ise can choose. Mo eo e , Business De elopmen is a philosophy o busi-
ness managemen ha seeks o help o ganisa ions op imise hei sea ch o g ow h oppo uni ies. i
should be he essen ial co e compe ence o mode n businesses, a long- e m p oposi ion ha equi es a
s uc u ed implemen a ion app oach (adams, 1969; Bakke e  al., 1994).
p e ious li e a u e es ima es indica e ha Business De elopmen ac i i ies o igina ed in he 1950s and
1960s (hamil on, 1974; s e ens & Bu ley, 2003). his s udy aces he his o y o academic esea ch on
Business De elopmen , da ing back o he 1960s. oday, he Business De elopmen concep has ex en-
si e applica ions in a ious indus ies and en e p ises o di e en sizes. p io esea ch has shown i is
sui able o di e en de elopmen s ages o an en e p ise, om s a -up o ma u i y. we can apply he
Business De elopmen concep o a ious ypes o o ganisa ions, such as go e nmen o ganisa ions,
communi ies, social en e p ises, npos, nGos, and so on. Decision-make s can in eg a e hese p inciples
in o o ganisa ional sys ems o add ess limi ed g ow h oppo uni ies.
he cu en academic li e a u e s ill lacks a consis en de ini ion and clea scope o esponsibili ies o
‘Business De elopmen ’. Giglie ano e al. (2011) con end ha he ambigui y su ounding he concep and
scope o Business De elopmen o igina es om he ini ial s ages o scien i ic esea ch. Fu he mo e,
Business De elopmen ac i i ies wi hin o among companies lack a high deg ee o s anda disa ion;
Business De elopmen ou ines and p ac ices a y signi ican ly ac oss di e en companies (Eidho &
poelzl, 2014). hese disc epancies con ibu e o he challenge o de ining ‘Business De elopmen ’. Despi e
his, schola s ha e achie ed a minimal consensus ega ding he objec i es o business expansion, ocus-
ing on iden i ying g ow h po en ial o es ablish a compe i i e ad an age and ensu e long- e m eco-
nomic success (li le & swee ing, 1987; sø ensen, 2012).
o comp ehend he na u e and conno a ion o Business De elopmen , p e ious esea ch has in es iga ed
he ele an concep s and me hods o Business De elopmen and p o ided ich academic in o ma ion by
cla i ying i s con en ield o es ablish a eliable, e ec i e, and unique Business De elopmen academic ealm
(e.g., Bu gelman, 2002; McG a h, 2001; nag e  al., 2007; obe s & Be y, 1985; an den Bosch e  al., 1999).
howe e , he exis ing li e a u e lacks a cohe en and comp ehensi e amewo k o in eg a ing and pe cei -
ing i s sca e ed esea ch esul s. his ci cums ance isola es indi idual s udies, hinde ing hei connec ion o
each o he . i poses a challenge o knowledge accumula ion and c ea es an obs acle o in e disciplina y
communica ion. in ligh o he exis ing challenges and academic gaps wi hin he ield o Business
De elopmen , he p ima y mo i a ion o his s udy is o explo e how Business De elopmen esea ch can
s a egically o e come hese bo lenecks. By add essing hese gaps, he esea ch aspi es o con ibu e sig-
ni ican ly o he enhancemen o he academic landscape in he domain o Business De elopmen .
his pe spec i e a icle p esen s he en i e Business De elopmen concep o he wide communi y o
in e na ional business schola s and p o ides a guiding amewo k o u u e Business De elopmen
esea ch. ou esea ch objec i es seek o cha he ajec o y o pas esea ch in Business De elopmen
and cons uc a comp ehensi e concep ual amewo k. his endea ou aims o enhance in e connec ion
and cohe ence among indi idual s udies, p omo e knowledge accumula ion, and ad ance academic
de elopmen wi hin his domain.
hence, ou esea ch ques ions en elop se e al aspec s: wha a e he esea ch s eams in p e ious
Business De elopmen esea ch? how do hese s eams connec indi idual s udies? in wha way do hey
con ibu e o he o ma ion o cohe en knowledge? las ly, how does his knowledge culmina e in he
de elopmen o a comp ehensi e concep ual amewo k?
we in es iga e he di e en s eams in b oade Business De elopmen li e a u e and discuss hei sig-
ni icance o esea ch on open issues o Business De elopmen . conside ing he impo ance o he
Business De elopmen concep o schola s and p ac i ione s, i is essen ial o summa ise he exis ing
knowledge conce ning his concep as he ounda ion o ad ancing esea ch. he e o e, his esea ch
con ibu es o Business De elopmen li e a u e in h ee signi ican espec s. Fi s ly, we concen a ed on
en e p ises’ esponses o business en i onmen changes (which encompass en i onmen al adap a ion
coGEn BusinEss & ManaGEMEn 3
and esou ce le e age, en i onmen al managemen and esou ce alloca ion, en i onmen al c ea ion and
esou ce alignmen , and en i onmen al explo a ion and esou ce de elopmen ), cla i ied he e olu iona y
ajec o y o he Business De elopmen li e a u e esea ch s eam, in es iga ed he unde lying causes o
he Business De elopmen phenomenon, and p o ided an ad anced amewo k o he concep ual dis-
cussion su ounding Business De elopmen . secondly, we cons uc a comp ehensi e concep ual ame-
wo k o explain he ope a ion p inciple o Business De elopmen . Fu u e esea ch will be able o
in es iga e hese cons uc ions in a mul i ude o di e en esea ch se ings. Finally, he analysis enhances
Business De elopmen esea ch by ou lining a ne wo k o cons uc s and hei connec ions wi h c ucial
dimensions. his imp o es ou unde s anding o he co e e ec s o heo e ical cons uc ions in he
Business De elopmen amewo k.
his pape aims o in eg a e he ele an li e a u e on Business De elopmen hemes in a dis inc
manne . i p o ides a comp ehensi e concep ual amewo k ha can se e as a su icien in e p e a ion
o he Business De elopmen whils o e ing a dispa a e esea ch pe spec i e o open new pa hways o
u u e esea ch.
2. Open issues and e iew app oach
Business de elope s, commonly known as BDs, play in eg al oles wi hin en e p ises akin o p o essionals
in accoun ing, inance, human esou ces, o esea ch and de elopmen ( &D). hese indi iduals boas a
conc e e backg ound and expe ise in hei speci ic domains. Despi e he inc easing signi icance o his
posi ion in en e p ise se ings, a sizable po ion o indi iduals s ill lack amilia i y wi h he p ecise espon-
sibili ies unde aken by business de elope s. he e m ‘Business De elopmen ’ anscends i s o iginal con-
no a ion as a me e ision o concep , bu embodies speci ic missions and objec i es.
Business De elopmen ac i i ies a e he implemen a ion p ocess o speci ic s a egies o en e p ises o
espond o changes in he o ganiza ional en i onmen . le e aging he en e p ise’s social ela ionship
ne wo k, i engages in p oac i e endea ou s o pu sue and cons uc new esou ces, augmen dynamic
capabili ies, and c ea e no el business oppo uni ies. Essen ially, Business De elopmen is an execu ion
s a egy o o ganiza ions o explo e, cons uc , and exploi business oppo uni ies.
ega ding esponsibili y scope, we should a oid con la ing Business De elopmen wi h he o iginal
unc ions o he en e p ise. Fo example, he ma ke ing depa men manages new ma ke de elopmen ,
while new p oduc de elopmen is he esponsibili y o he p oduc de elopmen o &D depa men .
while hese ac i i ies may align wi h he concep o he business de elopmen ision, hey a e me ely
ancilla y esponsibili ies o business de elope s. al hough dis inc , hese asks wi hin he o egoing
depa men s main ain mu ual ela ionships and in luence wi h Business De elopmen . when hese
depa men s necessi a e new esou ces o b eak h oughs, hey can ini ia e new Business De elopmen
p ojec s o implemen a ion, wi h Business De elopmen p ojec s likewise necessi a ing he suppo o
hese depa men s. Be ends e  al. (2007), Ka ol e  al. (2002), and ui enbogaa d e  al. (2005) ha e p o-
ided insigh ul illus a ions o he bounda ies o Business De elopmen in hei s udies.
in his pi o al esea ch, we conduc an in-dep h in es iga ion o he co e subjec , e ealing implici
open issues in he landscape o Business De elopmen esea ch. he in ica e apes y o challenges and
gaps wi hin he ield o ms he ounda ion o ou s udy. as we na iga e h ough he uncha ed e i o-
ies o hese open issues, we employ a me iculous comp ehensi e e iew app oach o sc u inize exis ing
li e a u e.
2.1. Open issues in BD esea ch
Despi e he signi ican p og ess in he p e ious li e a u e on Business De elopmen , consensus on i s
de ini ion and essence emains unde deba e and discussion (ach enhagen e  al., 2017; Da is & sun,
2006; ui enbogaa d e al., 2005). se e al cons ain s and un esol ed issues emain due o an incomple e
heo e ical basis.
Fi s ly, he complexi ies wi hin he con ex o Business De elopmen pose a undamen al challenge.
acco ding o Be ends e  al. (2007), Business De elopmen comp ises new p oduc s, ma ke s, cus ome s,
echnologies, applica ions, and o he modes o combina ions o hese modes. wilemon and hule (1972)

4 Y.-M. wEi anD h.-M. lin
a gued a wide ange o op ions a e a ailable o de eloping new businesses, which include conside ing
he ex e nal acquisi ion o new businesses o in e nally c ea ing new p oduc s and businesses h ough
a new p oduc o new Business De elopmen p og amme. he selec ion o Business De elopmen imple-
men a ion s a egies by en e p ises has se e al op ions, all wi hin he scope o Business De elopmen
ac i i ies ( obe s & Be y, 1985). Due o he di e se s a egic in en ions o en e p ises, a ying imple-
men a ions and objec i es o Business De elopmen esul in di e en mo phologies. he e o e, expe s
end o ha e inconsis en iews on he essence and in e p e a ion o Business De elopmen , making i
challenging o each a consensus on i s speci ic conno a ion. Fu he mo e, BD’s in icacy may escala e as
en e p ises a y in size and g ow h s ages, cons i u ing he p ima y obs acle o achie ing consensus on
he concep o Business De elopmen (Bagchi-sen & scully, 2004; ui enbogaa d e  al., 2005).
secondly, unce ain ies su ound he heo e ical ounda ions o Business De elopmen . acco ding o
oe h e  al. (2018), esea ch in Business De elopmen s ill lacks a comp ehensi e and cohesi e heo e i-
cal ounda ion, wi h comp ehensi e esea ch lacking, and no single heo y o e ing a sys ema ic expla-
na ion o all Business De elopmen ac i i ies and phenomena. a ious schola s ha e p oposed di e en
heo ies, including noda and Bowe ’s (2007) ‘ esou ce alloca ion’, Da is and sun’s (2006) ‘co po a e
En ep eneu ship’, Be ends e al.’s (2007) ‘Knowledge Managemen ’, B ö ing and he zog’s (2008) ‘inno a ion’,
and Enkel and sagmeis e ’s (2020) ‘Dynamic capabili ies’. Despi e he speci ic conclusions d awn in hese
s udies, hey s ill all sho o p o iding a comp ehensi e o e iew o Business De elopmen due o di -
e en discussion hemes and esea ch pe spec i es. his incomple e unde s anding o Business
De elopmen poses challenges in eaching a consensus on i s de ini ion and essence.
hi dly, a lack o amalgama ion o di e se pe spec i es om ela ed ields. as men ioned in he sec-
ond poin , p e ious esea ch has concen a ed on a ious hemes and sample combina ions, esul ing in
agmen ed and sca e ed li e a u e lacking comp ehensi e esea ch. while p e ious s udies ha e del ed
in o di e en Business De elopmen ealms and laid a solid ounda ion, p esen ing a pano amic iew is
challenging. imp o ed in eg a ion o hese di e se li e a u e iewpoin s is necessa y o es ablish a col-
labo a i e ne wo k and amewo k ha can ad ance he academic de elopmen o Business De elopmen .
his in eg a ion will aid in cla i ying he bounda ies o Business De elopmen , o mula ing consis en
de ini ions, and p omo ing academic esea ch in he Business De elopmen domain.
hese open issues ha e esul ed in a s agna ion in Business De elopmen esea ch, as a ied pe spec-
i es hinde consensus on he na u e o Business De elopmen . his s udy seeks o o e come his chal-
lenge by cons uc ing a comp ehensi e concep ual amewo k and iden i ying he di e se s eams wi hin
Business De elopmen esea ch o es ablish a clea e heo e ical ounda ion o Business De elopmen .
2.2. O e iew o he e iew app oach
academic esea ch on Business De elopmen is s ill in he explo a o y s age. p e ious schola s, including
Eisenha d (1989) and Mccu cheon and Me edi h (1993), ha e p oposed ha , in he absence o a com-
ple e heo e ical ounda ion in a speci ic knowledge ield, heo e ical cons uc ion should ely on quali-
a i e esea ch me hods. consequen ly, esea che s in Business De elopmen ha e his o ically a ou ed
quali a i e esea ch app oaches, including mul iple case s udies, ques ionnai e su eys, and expe in e -
iews. hese academic documen s in Business De elopmen d aw on a ious heo ies o elucida e di e -
en aspec s o Business De elopmen . while each s udy eaches dis inc conclusions, he di e se
pe spec i es con ibu e o dispe sed and agmen ed unde s andings, making comp ehensi e mas e y o
Business De elopmen challenging. o add ess his gap, we conduc ed a comp ehensi e li e a u e e iew
and con en analysis, in ol ing asks, such as eading, o ganising, desc ibing, classi ying p ocesses, and
in e p e a ion (neuman, 2014).
o cons uc a comp ehensi e concep ual amewo k o Business De elopmen , we conduc ed a ho -
ough li e a u e e iew o pe inen academic publica ions. h oughou his p ocess, we execu ed an
ex ensi e sea ch a ge ing pee - e iewed jou nals enowned in he ield. Employing he e ms ‘Business
De elopmen ’ o ‘new Business De elopmen ’ in he i le, keywo d, o abs ac , we aimed o ensu e he
quali y o ou esea ch. his encompassed sea ches ac oss ele en epu able da abases, including EBsco,
Eme ald, Js o , p oQues , saGE, scienceDi ec , sp inge link, ss n, aylo & F ancis online, web o
science, and wiley online lib a y. ou sea ch ocused exclusi ely on li e a u e indexed in he social
coGEn BusinEss & ManaGEMEn 5
science ci a ion index (ssci) and science ci a ion index (sci), implemen ing exclusion c i e ia o book
chap e s, e iews, wo king pape s, con e ence pape s, and disse a ions.
we limi ed ou sample collec ion o li e a u e ci ing ‘Business De elopmen ’ and ‘new Business
De elopmen ’ o ensu e p ecision and a oid in e e ence om he widesp ead use o he e m. his
delibe a e app oach p e en s po en ial o e lapping meanings, main aining a ocused app oach on he
Business De elopmen esea ch opic. Fo ins ance, while new p oduc de elopmen is a ace o Business
De elopmen ac i i ies, dis inc di e ences exis in he oles o new p oduc de elope s and business
de elope s.
an icipa e simila scena ios happening in eme ging echnologies, no el p ocesses, and new ma ke
de elopmen s, alongside o he business domains. Dis inc ions abound in Business De elopmen ac i i-
ies, and adop ing his sampling me hod con ibu es o a clea e ajec o y o esea ch. implemen ing
a ge ed sample collec ion s a egies can c ea e a ou able condi ions o u u e s udies in he b oade
ield o Business De elopmen .
he ollowing ou lines he c i e ia and s eps o sc eening he li e a u e sample:
1. a icles mus con ain he e ms ‘business de elopmen ’ o ‘new business de elopmen ’ o inclu-
sion. esea che s conduc me iculous sc u iny o each a icle using he pDF o ma ’s sea ch unc-
ion o de e mine he equency o he e ms’ usage, ensu ing hei ele ance o he esea ch
opic.
2. he esea che conduc s an ini ial examina ion o he i le, abs ac , and conclusion o each li e a u e
piece o e alua e i s alignmen wi h he s udy’s heme. his s ep se es o ini ia e sc eening o he
li e a u e samples ela ed o he esea ch opic, ca ego izing hem in o h ee g oups: i ele an , sus-
pec ed ele an , and ele an .
3. a e elimina ing li e a u e i ele an o he esea ch opic, he esea che s e iew he main con en s
o suspec ed ele an and ela ed li e a u e. hey engage in i e a i e elimina ion o i ele an li e a-
u e and e ain he ele an li e a u e as he esea ch sample. his s ep ensu es he p ecise align-
men o he selec ed li e a u e sample wi h he a ibu es o he esea ch opic.
4. epea he p io s eps o he e e ences o he selec ed sample li e a u e, ensu ing he esea che s
ha e made no omissions o any signi ican ele an li e a u e.
a e h ee yea s o collec ing and il e ing h ough o e 4,952 a icles (numbe o e e ences o all
sample li e a u e), we ga he ed 125 sample pape s om 55 jou nals. hese jou nals co e a 64-yea
pe iod, spanning om 1960 o 2023. Key publica ions in ou selec ion include he academy o
Managemen pe spec i es, adminis a i e science Qua e ly, cali o nia Managemen e iew, Jou nal o
Business en u ing, Jou nal o Managemen , Managemen science, o ganiza ion science, s a egic
Managemen Jou nal, and echnology analysis and s a egic Managemen . o enhance he igou and
alidi y o ou s udy, we conduc ed a comp ehensi e e iew o selec ed a icles and conduc ed a ci a ion
analysis o iden i y he mos ci ed and in luen ial sou ces in he Business De elopmen domain.
h ee business jou nals accoun ed o 30.4% o a icles on Business De elopmen : esea ch- echnology
Managemen (16.8%), long ange planning (7.2%), and indus ial Ma ke ing Managemen (6.4%). o he
jou nals ha publish a icles on Business De elopmen include echnology analysis and s a egic
Managemen (5.6%), s a egic Managemen Jou nal (4.8%), c ea i i y and inno a ion Managemen (4%),
cali o nia Managemen e iew (3.2%), academy o Managemen pe spec i es (2.4%), adminis a i e
science Qua e ly (2.4%), Jou nal o Business esea ch (2.4%), Jou nal o Business en u ing (2.4%),
Managemen Decision (2.4%), and &D Managemen (2.4%). he dis ibu ion o Business De elopmen
esea ch ac oss jou nals sugges s a g ea e le el o agmen a ion han ha seen in he gene al manage-
men ield.
applying g ounded heo y me hods, we analysed a icles, iden i ying hei heo e ical ounda ions
h ough i e a i e coding o sen ences om sample li e a u e. Finally, we ca ego ised he heo e ical basis
o Business De elopmen in o h ee ca ego ies: s a egic managemen , inno a ion heo y, and knowl-
edge managemen . while coding is a demanding ask and p one o inaccu acies, he ample sample size
compensa es, ensu ing he s udy’s eliabili y.
6 Y.-M. wEi anD h.-M. lin
3. Resea ch s eams
in academia, he ca ego iza ion o esea ch s eams se es se e al c ucial pu poses. i aims o e icien ly
o ganize and dissemina e academic knowledge, os e in e disciplina y collabo a ion, and add ess con-
empo a y social challenges. while he classi ica ion p ocess lacks s ic ules, esea che s and academic
ins i u ions commonly adhe e o es ablished con en ions wi hin hei speci ic disciplines and ields o
s udy (e.g., cunha e  al., 2014; li & ca usgil, 1995; adda s e  al., 2019).
Di e se c i ical ac o s con ibu e o he classi ica ion o esea ch s eams, encompassing heo y-D i en
me hodologies, p oblem-o ien ed amewo ks, Empi ical s eams, and in e disciplina y app oaches,
among o he s. his s udy in pa icula adop s a ‘p oblem-o ien ed’ esea ch s eam, p io i izing he explo-
a ion o speci ic p oblems o esea ch ques ions o e igid disciplina y bounda ies (Beck e  al., 2022;
Zie ho e & Bu ge , 2007).
Building upon ou comp ehensi e li e a u e e iew and analysis, we gene alize Business De elopmen
esea ch as he mul i ace ed in e play amids an en e p ise’s o ganiza ional en i onmen and i s esou ce
dynamics (i.e. p oblem-o ien ed). En i onmen al changes can igge a misalignmen o he en e p ise’s
esou ce equi emen s, necessi a ing adjus men s in in e nal esou ce alloca ion o ex e nal esou ce
acquisi ion s a egies. subsequen ly, hese adjus men s impac he dynamic in e ac ion o he o ganiza-
ional en i onmen and esou ces, pe sis ing un il he en e p ise disce ns a sus ainable pa hway o
long- e m g ow h. hence, we can conside esea ch s eams as bo h d i ing ac o s and coping s a egies
o Business De elopmen .
Da is and sun (2006) a gue ha os e ing g ow h h ough he es ablishmen o new businesses is
i al o en e p ises. he Business De elopmen unc ion se es as a key d i e o co po a e g ow h.
schola s iden i y wo dimensions in luencing co po a e g ow h: he s uc u e o he ex e nal en i onmen
and he s a egic choices made by senio co po a e manage s (Eisenha d & schoonho en, 1990; Fo sman,
2008; hamb ick & Mason, 1984). esponding o changes in he business en i onmen es ablishes he
legi imacy o Business De elopmen ac i i ies.
able 1 p o ides a b eakdown o he ocus, co e concep s, and heo e ical ounda ions associ-
a ed wi h each esea ch s eam. hese heo e ical ounda ions s em om he coding and classi ica-
ion o he sample li e a u e, suppo ing he a ionale ha each esea ch s eam d i es Business
De elopmen ac i i ies. addi ionally, able 2 ou lines he ideological schools o hough unde pin-
ning hese heo e ical ounda ions, along wi h key heo ies and concep s e e enced in he Business
De elopmen ealm.
Table 1. he ocus, co e concep s, and heo e ical ounda ions o he BD esea ch s eams.
Resea ch s eams Focus, co e concep s, and heo e ical ounda ions
en i onmen al adap a ion and
esou ce le e age
Focus: o explo e how companies adap o business en i onmen changes and u ilize hei
esou ces e icien ly o o e come ba ie s and challenges.
Co e concep s: en i onmen al dynamics, esou ce u iliza ion, s a egic adap a ion.
heo e ical ounda ions: Resou ce dependency heo y, ins i u ional heo y, s a egic choice heo y,
en i onmen al scanning and analysis, sys ems heo y, con ingency heo y
en i onmen al managemen and
esou ce alloca ion
Focus: o in es iga e companies’ e icien esou ce alloca ion in esponse o en i onmen al demands
and oppo uni ies h ough an examina ion o hei managemen p ac ices and s a egies.
Co e concep s: en i onmen al op imiza ion, esou ce managemen , s a egic esou ce alloca ion.
heo e ical ounda ions: Resou ce-based iew (RBV), co e compe encies, dynamic capabili ies heo y,
esou ce he e ogenei y, esou ce complemen a i y, esou ce-based dynamic capabili ies
en i onmen al c ea ion and
esou ce alignmen
Focus: o s udy he p ocesses and s a egies in ol ed in c ea ing a ou able en i onmen al
condi ions and aligning esou ces o suppo inno a ion, en ep eneu ship, and Business
De elopmen .
Co e concep s: en i onmen c ea ion, esou ce alignmen , s a egic inno a ion.
heo e ical ounda ions: inno a ion heo y, en ep eneu ship heo y, di usion o inno a ions heo y,
social ne wo k heo y, ins i u ional heo y
en i onmen al explo a ion and
esou ce de elopmen
Focus: o examine he explo a ion o new en i onmen al oppo uni ies, he iden i ica ion o
un apped esou ces, and he de elopmen o capabili ies o le e age hose esou ces o
sus ainable g ow h and compe i i e ad an age.
Co e concep s: en i onmen al explo a ion, esou ce de elopmen , s a egic implemen a ion.
heo e ical ounda ions: social ne wo k heo y, social capi al, o ganiza ional lea ning capabili y,
knowledge ans e , lea ning o ganiza ion, abso p i e capaci y, abso p i e capaci y amewo k,
knowledge assimila ion, knowledge b oke ing, ex e nal sea ch and explo a ion, complemen a y
asse s
coGEn BusinEss & ManaGEMEn 7
3.1. Ca ego iza ion and de elopmen al ajec o y o business de elopmen esea ch s eams
ou in es iga ion aims o comp ehensi ely analyse he heo e ical pe spec i e o he Business
De elopmen pa adigm, explo ing i s implica ions and in e ela ionships. En e p ises exhibi Business
De elopmen ac i i ies h ough hei p oac i e esponse o he dynamic business en i onmen and e ec-
i e u iliza ion o bo h in e nal and ex e nal esou ces.
By conduc ing a ho ough e iew and analysis o he li e a u e, we ci e he app oach o Bol on and
Dewa ipon (2005) and hoenen and Kos o a (2015) o ca ego ize Business De elopmen esea ch
s eams as En i onmen al adap a ion and esou ce le e age, En i onmen al Managemen and esou ce
alloca ion, En i onmen al c ea ion and esou ce alignmen , and En i onmen al Explo a ion and esou ce
De elopmen . Figu e 1 displays he de elopmen al ajec o y o he ou Business De elopmen esea ch
s eams, highligh ing hei scope and complexi y.
he esea ch s eam o En i onmen al adap a ion and esou ce le e age explo es how en e p ises
adap o business en i onmen changes and le e age hei esou ces e icien ly o o e come ba ie s
and challenges. o igina ing om he 1960s o he 1990s in he ield o s a egic managemen , he
classical e sion o he Business De elopmen li e a u e in oduced key concep s, such as di e si ied
‘en y s a egy mode’, ‘s a egic selec ion’, and ‘s a egic i ’ (Bakke e  al., 1994; obe s & Be y, 1985;
wilemon & hule , 1972). c ea ing a s a egic sys em ha could adap o apid business en i onmen
changes and o e come adap i e ba ie s wi hin o ganisa ions due o esou ce and capabili y cons ain s
was he objec i e o he Business De elopmen p ocess. his s eam emphasised iden i ying a sui able
s a egy o en e ing a new business based on s a egic in en and i , aking in o conside a ion a co -
po a ion’s esou ces, capabili ies, and s a egic impo ance (noda & Bowe , 2007; anha e beke &
pee e s, 2005).
he esea ch s eam o En i onmen al Managemen and esou ce alloca ion in es iga es en e p ise
p ac ices and s a egies o e icien esou ce alloca ion in esponse o en i onmen al demands and
oppo uni ies. a shi om adap i e managemen o esou ce ealloca ion igge s he p og ession o he
esea ch s eam. some schola s a gue ha dynamic capabili ies heo y (Dc ) se es as he heo e ical
ounda ion o Business De elopmen , which emphasises he de elopmen o dynamic capabili ies and
he alloca ion o en e p ise esou ces. acco ding o ach enhagen e  al. (2017), he pi o al Business
De elopmen ac i i ies encompass le e aging he co po a ion’s esou ce base, accompanied by e o s o
Table 2. Resea ch s eams and heo e ical ounda ions o BD ac i i ies.
Resea ch s eams heo e ical ca ego y Main school o hough Key heo ies and concep s in BD ac i i ies
en i onmen al adap a ion and
esou ce le e age
s a egic managemen en i onmen al school Resou ce dependency heo y
ins i u ional heo y
s a egic choice heo y
en i onmen al scanning and analysis
sys ems school sys ems heo y
Con ingency heo y
en i onmen al managemen
and esou ce alloca ion
s a egic managemen Resou ce-based school Resou ce-based iew (RBV)
Co e compe encies
Dynamic capabili ies heo y
Resou ce he e ogenei y
Resou ce complemen a i y
Resou ce-based dynamic capabili ies
en i onmen al c ea ion and
esou ce alignmen
inno a ion heo y schumpe e ian school inno a ion heo y
en ep eneu ship heo y
echnology di usion
school
Di usion o inno a ions heo y
social ne wo k heo y
ins i u ional heo y
en i onmen al explo a ion and
esou ce de elopmen
Knowledge
managemen
Knowledge ne wo k
school
social ne wo k heo y
social capi al
o ganiza ional lea ning
school
o ganiza ional lea ning capabili y
Knowledge ans e
Lea ning o ganiza ion
abso p i e capaci y
abso p i e capaci y
school
abso p i e capaci y amewo k
Knowledge assimila ion
Knowledge b oke ing
ex e nal sea ch and explo a ion
Complemen a y asse s
14 Y.-M. wEi anD h.-M. lin
3.2.4. En i onmen al explo a ion and esou ce de elopmen
3.2.4.1. Social capi al. li e  al. (2013) asse ha ela ional embeddedness, a componen o social capi al,
s eamlines he acquisi ion o sca ce esou ces, ye hei esea ch cau ions agains i s po en ial d awbacks.
close ies, while os e ing us , can impose decision-making cons ain s on en ep eneu s. choi and lee
(2016) con end ha ne wo k closu e, a hallma k o social capi al, is i al o nu u ing us and ein o cing
no ms. hey a gue ha when ne wo k closu e unc ions as social capi al, i se es as a condui o i al
in o ma ion dissemina ion and no m en o cemen , enabling indi iduals o mi iga e isks and os e us wi hin
he ne wo k. hese insigh s signi ican ly in luence he cul i a ion o business de elopmen pa ne ships.
3.2.4.2. O ganiza ional lea ning capabili y. McG a h’s (2001) esea ch highligh s a signi ican co ela ion
linking adap a ion heo y in unce ain en i onmen s and o ganiza ional lea ning heo y. i sugges s ha
educed o e sigh bene i s when g ea e di e si y equi es, while heigh ened supe ision is sui able
when ewe changes a e necessa y. Baldwin e  al. (1997) a gue ha ce ain mul ina ional co po a ions,
compelled o unde go p o ound ans o ma ions wi hin hei o ganiza ions, pe cei e lea ning as pi o al
in eshaping business bounda ies. cen al o his ans o ma ion is he de elopmen o sui able lea ning
s a egies ha demons a e he o ganiza ion’s esponse o e ol ing business challenges.
3.2.4.3. Knowledge ans e . nume ous s udies associa e en ep eneu ial ac i i ies wi h knowledge ans e
o ake ad an age o business oppo uni ies wi hin a ela ional sphe e in ol ing di e se ac o s and close
business ela ionships (can ù, 2017). Yang e  al. (2013) a gues ha while o ganiza ions can in e nally
gene a e new knowledge h ough expe ien ial lea ning ac i i ies, hey play a i al ole in acili a ing i s low
among di e en o ganiza ional uni s o ac oss o ganiza ional bounda ies (a go e & ing am, 2000; Zah a
e  al., 1999).
3.2.4.4. Lea ning o ganiza ion. he in luence o lea ning o ganiza ions on business de elopmen is
p o ound. h ough cul i a ing a cul u e o con inuous lea ning, inno a ion, and adap a ion, hese
o ganiza ions pa e he way o sus ained success in a dynamic business landscape. acco ding o Baldwin
e  al. (1997), collabo a i e lea ning pa ne ships can gene a e g ea e insigh s han soli a y e o s. in
unce ain en i onmen s, seasoned lea ning o ganiza ions s and o bene i om collabo a ion.
3.2.4.5. Abso p i e capaci y. an den Bosch e  al. (1999) sugges s ha abso p i e capaci y is a c ucial
mode a ing ac o in assimila ing new knowledge, enabling and cons aining he ex en and a ie y o
explo a o y adap a ions. Be ends e  al. (2007) a gue ha p e ious esea ch in inno a ion managemen
indica es a signi ican in lux o ideas and echnical in o ma ion om ex e nal sou ces. hose in new
business de elopmen ely on in e nal knowledge and abso p i e capaci y o u ilize ex e nal ideas.
3.2.4.6. Abso p i e capaci y amewo k. he abso p i e capaci y F amewo k is a heo e ical model ha
del es in o an o ganiza ion’s e icacy in acqui ing, assimila ing, and applying ex e nal knowledge. o igina ing
p edominan ly om he ealms o inno a ion managemen and o ganiza ional s udies, his amewo k
elucida es how o ganiza ions glean insigh s om hei su oundings (Kulka ni, 2015). i unde sco es he
signi icance o an en e p ise’s in e nal capabili ies, including i s exis ing knowledge base and expe ise, in
ha nessing ex e nal knowledge o d i e inno a ion and gain a compe i i e edge. Fo ins ance, when an
en e p ise in es o engages wi h a s a up in a ela ed echnology, i s abso p i e capaci y enables i o
g asp he en u e’s echnology and disce n i s business po en ial ( an de ande & anha e beke, 2013).
3.2.4.7. Knowledge assimila ion. Knowledge assimila ion is he p ocess h ough which indi iduals o
o ganiza ions acqui e, unde s and, and in eg a e new in o ma ion o knowledge in o hei exis ing
knowledge base. his p ocess equi es ans o ming ex e nal knowledge in o in e nal knowledge ha
indi iduals o o ganiza ions can u ilize o decision-making, p oblem-sol ing, inno a ion, and o he
pu poses (cohen & le in hal, 1990). Engaging in his p ocess en ails equen ac i i ies, such as lea ning,
in e p e a ion, sense-making, and applying new knowledge wi hin he con ex o exis ing knowledge
s uc u es and amewo ks. i is a c ucial aspec o o ganiza ional lea ning and inno a ion, enabling
o ganiza ions o emain compe i i e and adap o changing en i onmen s by e icien ly le e aging
ex e nal knowledge. an de ande (2013) unde sco es he impo ance o acqui ing ex e nal knowledge
as a co e pa o an en e p ise’s o e all s a egy, o e ing a ious choices o en e p ises ega ding whom
o acqui e i om.

coGEn BusinEss & ManaGEMEn 15
3.2.4.8. Knowledge b oke ing. Knowledge b oke ing plays a c ucial ole in business de elopmen by
acili a ing he exchange o knowledge and in o ma ion among di e se indi iduals, o ganiza ions, o
sec o s. i ac s as a b idge om knowledge sou ces o use s o bene icia ies, helping connec people
wi h ele an expe ise, insigh s, o esou ces (wa d e  al., 2009). in business de elopmen , knowledge
b oke ing enables o ganiza ions o access ex e nal knowledge, expe ise, and oppo uni ies ha can
d i e inno a ion, enhance decision-making, and os e collabo a ion. By acili a ing connec ions and
in e ac ions among di e se s akeholde s, knowledge b oke ing con ibu es o he c ea ion o new
pa ne ships, he iden i ica ion o ma ke ends and oppo uni ies, and he dissemina ion o bes
p ac ices and lessons lea ned. Meulman e al. (2018) sugges ha acqui ing new knowledge om ex e nal
sou ces is ounda ional o inno a ion, and pa ne s’ inno a i eness is c ucial o eo ganizing new
knowledge in o p oduc s o se ices.
3.2.4.9. Ex e nal sea ch and explo a ion. Ex e nal sea ch and explo a ion play a pi o al ole in business
de elopmen by enabling o ganiza ions o iden i y new oppo uni ies, ends, echnologies, and ma ke s
beyond hei in e nal bounda ies. his p ocess in ol es seeking and analysing in o ma ion om ex e nal
sou ces, such as cus ome s, compe i o s, supplie s, indus y expe s, and esea ch ins i u ions. By
conduc ing ex e nal sea ches and explo a ions, businesses can gain aluable insigh s in o eme ging
ma ke needs, compe i o s a egies, indus y ends, and echnological ad ancemen s (Enkel & sagmeis e ,
2020). hese insigh s can in o m s a egic decision-making, inno a ion e o s, p oduc de elopmen ,
ma ke posi ioning, and pa ne ship oppo uni ies, con ibu ing decisi ely o he g ow h and
compe i i eness o he o ganiza ion. addi ionally, ex e nal sea ch and explo a ion acili a e ne wo king
and collabo a ion wi h ex e nal s akeholde s, os e ing knowledge exchange, pa ne ships, and business
de elopmen oppo uni ies ( alkoka i e  al., 2012).
3.2.4.10. Complemen a y asse s. Many en e p ises lack all he necessa y capabili ies in-house, elying on
equen ma ke ansac ions o coope a i e a angemen s o ill hese gaps. wi hou complemen a y
asse s and capabili ies, en e p ises may s uggle o ansla e hei scien i ic ad ancemen s in o comme cial
success ( eece, 1986; Zah a e  al., 2018). collabo a ing wi h en ep eneu ial en e p ises allows o he
in eg a ion o complemen a y asse s h ough a ious go e nance models and acili a es knowledge
exchange, enabling he e icien ealloca ion o en e p ise esou ces (Enkel & sagmeis e , 2020). Dye son
and pilking on (2005) emphasize he c i ical ole o complemen a y asse s in ansi ioning o inno a i e
echnologies ( an Moo sel e  al., 2012).
4. BD h ee-dimensional comp ehensi e concep ual amewo k (BD 3D-CCF)
esea ch s eams and heo e ical ounda ions con ibu e he knowledge and concep s essen ial o con-
s uc ing a comp ehensi e amewo k. hey acili a e in eg a ing di e se p inciples and ace s in o a
cohesi e s uc u e, enabling he syn hesis o pe spec i es and insigh s in o a model cap u ing he mul-
idimensional Business De elopmen ’s na u e.
De i ing insigh s om Business De elopmen esea ch s eams, heo e ical ounda ions, and ex an
li e a u e, we conduc a ho ough sc u iny o h ee c i ical ace s: he p og ession o implemen ing
Business De elopmen ac i i ies, he esponsible en i ies o e seeing hei execu ion, and he achie able
ou comes. his exhaus i e examina ion aims o elucida e he p ima y dimensions in luencing Business
De elopmen ac i i ies while endea ou ing o encompass and in e link a ious aspec s o Business
De elopmen . he objec i e is o es ablish a comp ehensi e concep ual amewo k capable o accommo-
da ing di e se phenomena wi hin he ealm o Business De elopmen .
4.1. De elop a comp ehensi e concep ual amewo k
højland and oh beck (2018) indica ed ha a nonlinea p ocess, d i en by eedback loops, cha ac e ises
success ul Business De elopmen , highligh ing he dynamic and adap i e na u e o e ec i e Business
De elopmen . Joyne (1968) employed a Depa men s-p og am a eas-Funding phases app oach o con-
s uc h ee-dimensional planning, de ining each phase o Business De elopmen and echnology o
ensu e synch onisa ion wi h new echnology de elopmen . ou s udy in eg a es hese analy ical
16 Y.-M. wEi anD h.-M. lin
concep s. le e aging he insigh s om s e ens and Bu ley’s (2003) s ages o he Business De elopmen
p ocess, ho e and schendel’s (1978) s a egy hie a chy, and Donada e  al.’s (2016) h ee-phase sequence
o a ela ional dynamic capaci y-building p ocess model, we applied hese esea ch concep s and syn he-
sised insigh s om he pas esea ch li e a u e. con ibu ing o a nuanced unde s anding o he in ica e
dimensions o Business De elopmen , we ha e cons uc ed h ee dimensions and nine concep ual s uc-
u es. he o ganisa ional ope a ion o Business De elopmen , as e ealed in ou s udy, exe s a signi ican
in luence on h ee dimensions. his culmina ion leads o he o ma ion o a BD h ee-dimensional
comp ehensi e concep ual F amewo k (BD 3D-ccF), which encompasses he h ee dimensions: he p og-
ess o Business De elopmen implemen a ion, he s a egic le el o Business De elopmen , and he
deg ee o imp o emen in new esou ces and dynamic capabili ies.
o e ing a comp ehensi e iew o Business De elopmen , he BD 3D-ccF in e connec s dimensions
oo ed in dis inc heo e ical ounda ions and aligns hem wi h speci ic esea ch s eams. hese dimen-
sions in ol e dynamic in e ac ions, guided by an en e p ise’s o e a ching s a egic objec i es, p opelling
Business De elopmen ad ancemen and os e ing he accumula ion o new esou ces and dynamic
capabili ies. his in ica e in e play enhances o ganisa ional esilience and adap abili y, con ibu ing o
he o e all e ec i eness o Business De elopmen ini ia i es. Fo a de ailed explo a ion o hese concep s
and ela ionships, e e o ables 7–9 in ou comp ehensi e s udy, p o iding isual ep esen a ions ha
illumina e he nuanced dynamics wi hin he BD 3D-ccF.
he i s dimension on he X-axis ep esen s he p og ess o Business De elopmen implemen a ion,
including he h ee concep ual s uc u es o explo a ion, ecogni ion, and exploi a ion s ages.
Table 7. he i s dimension (X) o p og ess o BD implemen a ion.
s ages Concep s and con en s
Co esponding o
esea ch s eams
Co esponding o
dimension (Y)
Co esponding o
dimension (Z)
explo a ion
s age
Re e s o he iden i ica ion and expe imen a ion wi h
new ideas, echnologies, o ma ke s o unco e
business g ow h and inno a ion oppo uni ies,
le e aging social ne wo ks, capaci y o abso bing
knowledge, and comme cializa ion ac i i ies o no el
a enues o business de elopmen .
en i onmen al
explo a ion and
esou ce
de elopmen
Func ional le el ini ial phase
Recogni ion
s age
Ha nesses inno a ion and en ep eneu ship o iden i y
and e alua e po en ial business oppo uni ies ha
align wi h an o ganiza ion’s s eng hs and
capabili ies, enabling o ganiza ions o concen a e
hei esou ces and e o s on he mos p omising
oppo uni ies.
en i onmen al
c ea ion and
esou ce alignmen
Business le el e olu iona y phase
exploi a ion
s age
op imizing and maximizing a alida ed business
oppo uni y, e icien ly u ilizing a ailable esou ces o
d i e business success, sus ainable g ow h, and
p o i abili y h ough he implemen a ion and scaling
o he business model.
en i onmen al
adap a ion and
esou ce le e age,
en i onmen al
managemen and
esou ce alloca ion
Co po a e le el Consolida ion
phase
Table 8. he second dimension (Y) o he s a egic le el o BD implemen a ion.
s a egic le el Concep s and con en s
Co esponding o esea ch
s eams
Co esponding o
dimension (X)
Co esponding o
dimension (Z)
Func ional le el Re e s o u ilizing he expe ise and esou ces
wi hin each depa men o acili a e e icien
in eg a ion and collabo a ion ac oss
depa men s and unc ions, which in ol es
es ablishing ex e nal pa ne ships o explo e
and pu sue new business oppo uni ies.
en i onmen al explo a ion
and esou ce
de elopmen
explo a ion s age ini ial phase
Business le el Ve i ying new business oppo uni ies iden i ied
a he unc ional le el and d i ing inno a ion
and en ep eneu ship p og ams o align BD
ac i i ies wi h co po a e-le el objec i es.
en i onmen al c ea ion and
esou ce alignmen
Recogni ion s age e olu iona y phase
Co po a e le el Cen es on he o ganiza ion’s comp ehensi e
guidance and s a egy, assessing oppo uni ies
o new ma ke expansion, esou ce
ealloca ion, and long- e m s a egic planning
o ensu e sus ainable g ow h and success.
en i onmen al adap a ion
and esou ce le e age,
en i onmen al
managemen and
esou ce alloca ion
exploi a ion s age Consolida ion
phase
coGEn BusinEss & ManaGEMEn 17
Du ing he explo a ion s age, en e p ises s a egically alloca e limi ed esou ces o iden i y and explo e
new business oppo uni ies, expanding ex e nal pa ne ships and abso bing ex e nal knowledge, subse-
quen ly in e nalising hem in o new esou ces and dynamic capabili ies wi hin he company. Business
De elopmen in ol es he sc eening and e alua ion o expansion p ojec s by he en e p ise o decide
whe he o include hem in he expansion p ojec po olio (wes e lund & pön iskoski, 2009). Mos en e -
p ises employ some o m o o mal analysis o new business p oposi ions, which includes c i e ia ela ed
o assessing ma ke and echnical easibili y. when de e mining de elopmen op ions, business de elop-
e s use many sou ces o in o ma ion o iden i y business oppo uni ies (Kind & zu Knyphausen-au seß,
2007; li le & swee ing, 1983a).
in he ecogni ion s age, he en e p ise ecognises iable business oppo uni ies and di ec ions o
g ow h and employs co po a e en ep eneu ship o ma e ialise and comme cialise he inno a ions,
enabling he o ganisa ion o cul i a e inno a i e g ow h en i onmen s. ui enbogaa d e al. (2005) high-
ligh ha in in e nally o ien ed Business De elopmen , oppo uni ies a ise om connec ions among a -
ious business uni s, ma ke uni s, and he o ganisa ional en i onmen . in &D-o ien ed Business
De elopmen , he de elopmen o echnological inno a ions gene a es business oppo uni ies, necessi-
a ing he iden i ica ion o co esponding ma ke oppo uni ies.
a he exploi a ion s age, o ganisa ions s a egically in eg a e no el in e nal and ex e nal esou ces
and capabili ies o op imise and maximise alida ed business oppo uni ies, os e ing business success,
sus ainable g ow h, and p o i abili y h ough he implemen a ion o inno a i e business models.
ega ding he exploi a ion o iden i ied business oppo uni ies, p e ious li e a u e has examined a ious
classic cases o success o ailu e (B ö ing & he zog, 2008; Bu ge s e  al., 2008; i o, 2018; Mille , 2011;
Zah a e al., 2018). in p ac ical implemen a ion, accomplished business de elope s applying hei p o es-
sional expe ience, expe ise, unde s anding o in e nal and ex e nal esou ces, and mas e y o new
knowledge. his in ol es a subs an ial amoun o aci knowledge, he u ilisa ion o le e age, and he
easibili y o ading s uc u es. o hese, co po a e execu i es play a pi o al ole (Baldwin e  al., 1997;
Duke, 2011; MacMillan, 1987).
he second dimension on he Y-axis ep esen s he s a egic le el o Business De elopmen , encom-
passing he h ee concep ual s uc u es o unc ional-le el s a egy, business-le el s a egy, and
co po a e-le el s a egy. his dimension delinea es he hie a chy o o ganisa ional s a egies in he
Business De elopmen implemen a ion p ocess.
a he unc ional le el, he o ganisa ion u ilises limi ed depa men al esou ces o acqui e new knowl-
edge and esou ces, acili a ing he iden i ica ion o no el business oppo uni ies h ough ex e nal pa -
ne ships. while engaging in Business De elopmen ac i i ies, such as es ablishing pa ne ships wi h local
esou ces, collabo a ing wi h o he en e p ises, o explo ing iable business oppo uni ies, essen ial asks
ely on social ne wo k ela ionships. Business’ iew in e ac ions wi hin business ela ionships as a means
o acqui ing esou ces and o he en e p ise capabili ies (can ù, 2017). as echnicians na iga e he ini ial
Table 9. he hi d dimension (Z) o he imp o emen o new esou ces and dynamic capabili ies.
Phases Concep s and con en s
Co esponding o
esea ch s eams
Co esponding o
dimension (X)
Co esponding o
dimension (Y)
ini ial phase es ablishing ex e nal pa ne ships, assimila ion o
ex e nal knowledge, inco po a ing and
accumula ing new esou ces, and cul i a ing
dynamic capabili ies wi h he o e a ching goal
o unco e ing un apped business
oppo uni ies.
en i onmen al
explo a ion and
esou ce
de elopmen
explo a ion s age Func ional le el
e olu iona y phase iden i ying and ecognizing new business
oppo uni ies whils os e ing he c ea ion o
esou ces and capabili ies h ough inno a ion
and en ep eneu ship o achie e he
o e a ching goals.
en i onmen al
c ea ion and
esou ce alignmen
Recogni ion s age Business le el
Consolida ion
phase
inco po a ing esh capabili ies and esou ces in o
i s o e a ching s a egy and ope a ions o
gene a e and cap u e alue, es ablish ex e nal
pa ne ships, and op imize in e nal p ocesses
o inno a ion and g ow h.
en i onmen al
adap a ion and
esou ce le e age,
en i onmen al
managemen and
esou ce alloca ion
exploi a i e s age Co po a e le el
18 Y.-M. wEi anD h.-M. lin
phases o p omo ing Business De elopmen ac i i ies, encoun e ing unce ain y ega ding necessa y
knowledge may lead o unexpec ed p oblems. howe e , pa icipa ion in a en u ing in es men in
ela ed echnologies allows a company o le e age i s abso p i e capaci y, assimila ing he en u e’s
echnology and g asping he business po en ial (Be ends e  al., 2007; an de ande & anha e beke,
2013), ep esen ing key esponsibili ies a he unc ional le el.
ansi ioning o he business le el, he o ganisa ion’s p ima y s a egy in ol es iden i ying and ecog-
nising new business oppo uni ies and implemen ing inno a ion and en ep eneu ship p og ammes o
achie e co po a e-le el objec i es. Business De elopmen ac i i ies ep esen a c ucial ace o inno a-
ion, ha ing a di ec impac on inancial pe o mance by os e ing he c ea ion o inno a ions spanning
he en i e en e p ise alue chain (choi & lee, 2016). in addi ion o conduc ing hei own esea ch, de el-
opmen , and inno a ion, en e p ises can expedi e access o equi ed echnologies h ough pu chases o
echnology ans e s, wi h Business De elopmen ac i i ies se ing as he ins umen al o ce d i ing such
endea ou s (B ö ing & he zog, 2008; anha e beke & pee e s, 2005). while inno a ion can a ise om
en ep eneu ial ac ions, i ’s impo an o no e ha his cons i u es a componen o Business De elopmen
ac i i ies a he han a manda o y p e equisi e. Business De elopmen isn’ an en ep eneu ial endea ou
bu a he unc ions as he execu o o co po a e s a egies a he business le el.
as he o ganisa ion ansi ions o he co po a e le el, i encompasses comp ehensi e guidance and
s a egic di ec ion, which encompasses e alua ing he po en ial o expanding in o new ma ke s, eallo-
ca ing esou ces, and o mula ing a long- e m s a egic plan o ensu e sus ainable g ow h and success.
noda and Bowe (2007) indica ed ha he o e all s a egic di ec ion o an en e p ise, e lec ing he
b oad s a egic in en o op manage s, signi ican ly impac s new Business De elopmen a he ope a-
ional le el o complex o ganisa ions. his s a egic di ec ion shapes he pe cep ion o manage s espon-
sible o ope a ions o business uni s ega ding new business oppo uni ies, p o iding he ounda ion o
speci ic and de ailed s a egic analysis o eme ging en u es. when an en e p ise’s s a egy e eals a
misalignmen among cu en capabili ies and hose necessa y o e ec i e u u e compe i ion, i enhances
he legi imacy o Business De elopmen . consequen ly, he de elopmen o new capabili ies challenges
exis ing s a egies, opening up new s a egic ho izons ( anha e beke & pee e s, 2005).
he hi d dimension on he Z-axis ep esen s he deg ee o imp o emen in new esou ces and
dynamic capabili ies, which consis s o he concep ual s uc u es o h ee phases: he ini ial phase, he
e olu iona y phase, and he consolida ion phase.
in he ini ial phase, he o ganisa ion en u es beyond he bounda ies o i s o iginal en i onmen and
p oac i ely ini ia es he es ablishmen o ex e nal pa ne ships, assimila ion o ex e nal knowledge, and
accumula ion o new esou ces, enabling he o ganisa ion o enhance and ele a e i s capabili ies. he
u ilisa ion o social ne wo k ela ionships by Business De elopmen is a i al esou ce o en e p ises and
con ibu es o hei social capi al (Behl e al., 2021; Mau e & Ebe s, 2006). En ep eneu s need o emb ace
and le e age all in o ma ion om he ex e nal en i onmen p oac i ely. his enables hem o c ea e,
shape, and main ain in o ma ional asymme y, allowing he iden i ica ion o new oppo uni ies ha
migh be in isible o o e looked by o he g oups. howe e , en ep eneu s need o adop a selec i e
app oach, assimila ing, o ganising, ca ego ising, and p io i ising in o ma ion ha aids in decision-making
ega ding eme ging oppo uni ies (Du a & c ossan, 2005). in he ini ial phase o Business De elopmen ,
his selec i e p ocess se es as a sys ema ic means o accumula e en e p ise’s esou ces and cul i a e
dynamic capabili ies.
subsequen ly, in he e olu iona y phase, o ganisa ions u ilise acqui ed esou ces and capabili ies o
iden i y eme ging business oppo uni ies and enhance hei dynamic capabili ies h ough he implemen-
a ion o inno a ion and en ep eneu ship ini ia i es. choi and lee (2016) indica e ha , while achie ing
inancial success is he pa amoun objec i e o an en e p ise, Business De elopmen se es as a c ucial
inno a ion benchma k o ensu ing heal hy business sus ainabili y and ac s as a p ac ical o ce o en e -
p ise inno a ion (B ö ing & he zog, 2008; anha e beke & pee e s, 2005). in his con ex , en e p ises can
le e age he esou ces and capabili ies accumula ed in he ini ial phase o implemen inno a ions and
ini ia e new en u es, os e ing g ow h. hese ac ions deno e he co po a e esou ces and capabili ies
ha he en e p ise aims o achie e and accumula e in he e olu iona y s age.
Finally, du ing he consolida ion phase, he o ganisa ion s a egically in eg a es new capabili ies and
esou ces, acili a ing he comp ehensi e e olu ion o i s esou ces and capabili ies o a highe le el
coGEn BusinEss & ManaGEMEn 19
h ough Business De elopmen ac i i ies, he eby achie ing inno a ion and g ow h. anha e beke and
pee e s (2005) a gue ha a s a egic ision guides he de elopmen o new capabili ies while in luencing
he company’s isk- aking p ocess and explo a o y echnology esea ch. his posi ions Business
De elopmen as he p ima y o ganisa ional mechanism o enhancing co po a e esou ces and capabili-
ies o e ime. he e o e, when an en e p ise achie es ini ial Business De elopmen miles ones, i should
consolida e bo h in e nal and ex e nal esou ces, in ol ing knowledge in e nalisa ion and e ec i e pa -
ne ela ionship managemen . ans o ming Business De elopmen in o a new d i ing o ce o en e -
p ise g ow h ep esen s he desi ed le el o en e p ise e olu ion in he consolida ion phase.
ables 7–9 imply ha hey can enhance he legi imacy o Business De elopmen ac i i y implemen a ion
ac oss a ious le els and pu poses. Based on his, we in eg a ed hese dimensions and heo e ical ounda ions
o c ea e he BD 3D-ccF in Figu e 2, which p o ides a comp ehensi e concep ual amewo k o Business
De elopmen . i demons a es he easibili y and compa ibili y o in eg a ing he en i e Business De elopmen
ac i i y pano ama in o he amewo k. his BD 3D-ccF allows mapping o he Business De elopmen ac i i ies
in one, wo, o all h ee dimensions. Depending on he exp essi e dep h o emphasis associa ed wi h a spe-
ci ic dimension, i can indica e he p oximi y o he ele an dimension. Gi en ha we can i mos Business
De elopmen ac i i ies in o his BD 3D-ccF, mapping demons a es how he di e se pa s o he ac i i ies
in e ac and in eg a e in o a cohe en Business De elopmen knowledge sys em.
4.2. Ope a ing p inciples o he BD 3D-CCF
esea ch s eams and heo e ical ounda ions es ablish he legi imacy o each dimension o BD 3D-ccF.
we employ esea ch s eam classi ica ion o explo e he ope a ional p inciples wi hin each s age o he
BD 3D-ccF in dep h.
4.2.1. En i onmen al explo a ion and esou ce de elopmen
in Figu e 2, he depic ed blue pilla ep esen s he explo a ion s age o Business De elopmen ac i i ies.
Du ing his s age, Business De elopmen p omo es he implemen a ion o a unc ional-le el s a egic
app oach. he objec i e is o expand he social ela ionship ne wo k and acqui e addi ional esou ces
Figu e 2. he BD 3D-comp ehensi e concep ual amewo k (BD 3D-CCF).

20 Y.-M. wEi anD h.-M. lin
(ciabuschi e  al., 2012). hese esou ces may o igina e om ex e nal sou ces o h ough exis ing social
capi al wi hin di e se o ganiza ional uni s, including la en in e nal esou ces (Behl e al., 2021). he e o e,
business de elope s ini ia e Business De elopmen ac i i ies by i s e iewing and in en o ying he
in e nal esou ces o he en e p ise.
a his s age, he s a egic ocus o he Business De elopmen p oposi ion aligns wi h he en e p ise’s
o e a ching objec i es. Fo example, i he goal is o acqui e new echnologies o inno a e p oduc s, he
echnology and &D depa men s will play a c ucial ole. simila ly, aspi a ions o pene a e new ma ke s
would equi e assis ance om he ma ke ing o business depa men s. when he company equi es
inancing, he inance depa men will assis in planning a inancing plan. hus, his phase embodies a
unc ional-le el s a egy aimed a maximizing he accumula ion o o ganiza ional esou ces, including
pe sonal ne wo ks, pa ne ships, in o ma ional asse s, and in ellec ual capi al, in an icipa ion o sc eening
iable business oppo uni ies o he nex s age (Bjø gum & sø heim, 2015; Keil e  al., 2008).
wi h he expansion o social ne wo ks, cus ome s, supplie s, o pa ne s become signi ican sou ces o
ma ke in o ma ion. schools, labo a o ies, o he en e p ise’s scien i ic ad iso y boa d se e as aluable
echnology sou ces, while he boa d o di ec o s and in es o ela ions a e c ucial inancing sou ces
(Gu ău & Dana, 2020; an de ande, 2013). Business De elopmen cul i a es and engages wi h hese
ela ionships o iden i y iable business oppo uni ies. he e o e, he indus y expe ience, connec ions,
and communica ion skills o business de elope s play a i al ole.
4.2.2. En i onmen al c ea ion and esou ce alinemen
in Figu e 2, he illus a ed o ange pilla s delinea e he ecogni ion s age wi hin Business De elopmen
endea ou s. Du ing his pi o al s age, Business De elopmen endea ou s p io i ize he implemen a ion
o s a egic me hodologies a he business le el. he o e a ching objec i e is o in eg a e esou ces om
he explo a ion s age, emphasizing he gene a ion and ecogni ion o inno a i e business oppo uni ies,
he eby acili a ing he p og ession o he o e all en e p ise in o he e olu iona y phase.
hese ecognized oppo uni ies unde go me iculous e alua ion, sc u iny, and assessmen ac oss a i-
ous o ganiza ional ie s o de e mine hei iabili y o adop ion. such oppo uni ies encompass a spec-
um o comme cializa ion p ocesses, ope a ional app oaches, and business models, including in e nal
inno a ion, co po a e en ep eneu ship, en u e capi al, s a egic alliances, coope a i e de elopmen ,
join en u es, me ge s and acquisi ions, anchising, echnology licensing, spin-o s, agency ag eemen s,
and o he s (Bakke e al., 1994; B ö ing & he zog, 2008; Mi a, 2007; an de ande e  al., 2006). on he
manu ac u ing side, conside a ions may ex end o o iginal equipmen manu ac u ing (oEM), o iginal
design manu ac u ing (oDM), and o iginal B and Manu ac u ing (oBM).
his de elopmen al phase may en ail a my iad o equi y ansac ions and co po a e go e nance delibe a-
ions, necessi a ing he expe ise o inancial p o essionals (Gu ău & Dana, 2020; an de ande e  al., 2006,
2009). Fu he mo e, igo ous nego ia ion p ocesses and comp ehensi e due diligence a e indispensable. hus,
senio Business De elopmen manage s assume pi o al oles in bo h sc u inizing and c a ing no el business
oppo uni ies, equi ing hem o possess a nuanced unde s anding o inance and adep nego ia ion skills.
a his s age, which deno es he onse o o ganiza ional e olu ion, whe e en e p ises should ha e a
ce ain deg ee o a ailable esou ces o c ea e new business oppo uni ies. achie ing his necessi a es
he in eg a ion o bo h in e nal and ex e nal esou ces, coupled wi h comp ehensi e consul a ion and
suppo ac oss all ace s (ciabuschi e  al., 2012).
4.2.3. En i onmen al adap a ion, managemen , and esou ce alloca ion and le e age
in Figu e 2, he illus a ed g een pilla s symbolize he exploi a ion s age wi hin Business De elopmen
ini ia i es. h oughou his c i ical s age, Business De elopmen endea ou s a e s a egically o ien ed a
he co po a e le el. he o e a ching objec i e is o le e age and alloca e esou ces acqui ed om he
p eceding explo a ion and ecogni ion s ages e icien ly. Emphasizing p uden in eg a ion and consolida-
ion o o ganiza ional esou ces o judicious selec ion o en y s a egies o new business oppo uni ies
and os e ing sus ainable long- e m g ow h (Becke , 1999; child, 1972; lee & liebe man, 2010).
in his s age, he s a egic in en exe cised by pi o al decision-make s assumes a c ucial ole, synch o-
nously wi h he impe a i e o app aise and u ilize en e p ise esou ces a ailable o p omo e business
coGEn BusinEss & ManaGEMEn 21
oppo uni ies cong uen wi h he o e a ching co po a e s a egy (B acke , 1980). consequen ly, he op i-
miza ion and consolida ion o esou ces eme ge as pa amoun impe a i es o adap ing o and manoeu-
ing h ough he in ica e landscape o he con empo a y business milieu. amids he pu sui o hese
business oppo uni ies, he po en ial ajec o ies o de elopmen may encompass ela ed o un ela ed
pa hs beyond he en e p ise’s cu en business domain. his s a egic de e mina ion in ol es in ica e
in e wea ing wi h he o ganiza ion’s nascen esou ces and capabili ies, equi ing me iculous e alua ion.
Mos schola s ecommend ha en e p ises commence new en u es in amilia e i o ies o inc ease he
likelihood o success (speckbache e  al., 2015).
in he p ocess o implemen ing Business De elopmen ac i i ies, new esou ces and new business
oppo uni ies may, in u n, a ec he e- o mula ion o he company’s o e all s a egy. his i e a i e loop
and dynamic p ocess ends o os e i among he en e p ise’s s a egies, esou ces, and capabili ies,
he eby inc easing success oppo uni ies in new en u es.
his s age embodies he pi o al p ocess o s a egic planning, delinea ing he s a egic di ec ion o
bo h he explo a ion and ecogni ion s ages. ul ima ely, i acili a es he iden i ica ion o new business
oppo uni ies c ucial o he sus ainable g ow h o he en e p ise and he es ablishmen o inno a i e
en u es. a e comple ing he mission, he business de elope ends o ansi ion o subsequen p oj-
ec s, o egoing di ec in ol emen in he new en u es’ ope a ions.
4.3. Discussion
he BD 3D-ccF s ands as a comp ehensi e and dynamic amewo k, o e ing a nuanced pe spec i e on
he in icacies o Business De elopmen ac i i ies. Emphasising he i al elemen o con inui y ac oss
di e en s ages, his amewo k employs a s a egic lens o ensu e smoo h ansi ions h oughou he
Business De elopmen p ocess. By doing so, i enhances ou unde s anding o Business De elopmen
ac ions, illumina ing he in ica e in e connec ions among a ious dimensions. his e sa ile amewo k
anscends limi a ions speci ic o any indus y and a ious s ages o business g ow h, se ing as a lexible
ool sui able o en e p ises ac oss di e se sec o s.
his esea ch o e s a comp ehensi e explo a ion o e ec i e Business De elopmen wi hin he esea ch
ealm. D awing om essen ial heo e ical concep s and insigh s in p e ious li e a u e, i in oduces he
h ee-dimensional comp ehensi e concep ual F amewo k (BD 3D-ccF), encapsula ing implemen a ion
p og ess, s a egic aspec s, and imp o emen s in new esou ces and dynamic capabili ies.
he explo a ion e eals he mul i ace ed na u e o Business De elopmen , emphasizing i s ole as a
s a egic d i e o o ganiza ional esilience, adap abili y, and o e all e ec i eness. he amewo k in e-
g a es s ages om explo a ion o exploi a ion, spanning unc ional, business, and co po a e le els, p o-
iding a holis ic pe spec i e.
Essen ially, his esea ch con ibu es o he e ol ing ield o Business De elopmen esea ch by o e -
ing a obus and adap able amewo k ha syn hesizes exis ing knowledge while p o iding a ounda ion
o u u e explo a ion and applica ion in he dynamic landscape o new business en u es.
5. Implica ions and u u e esea ch
5.1. Implica ions
his s udy syn hesizes p e ious li e a u e on Business De elopmen , pionee ing he es ablishmen o
esea ch s eams wi hin his ield. i explo es he implici heo e ical ounda ions o hese esea ch
s eams and culmina es in he cons uc ion o a comp ehensi e h ee-dimensional concep ual ame-
wo k. he esea ch en iches academic, heo e ical, and manage ial implica ions in he ealm o Business
De elopmen , p o iding aluable insigh s o schola s and p ac i ione s alike.
5.1.1. Academic implica ions
Fi s ly, he es ablishmen o esea ch s eams in Business De elopmen ep esen s a seminal and ounda-
ional con ibu ion o he academic sphe e. his endea ou syn hesizes he ichness o p io esea ch in
22 Y.-M. wEi anD h.-M. lin
he ield and employs a sys ema ic app oach in e connec ing di e se h eads wi hin he li e a u e, os e -
ing a cohe en and in e connec ed na a i e. such p og ess p opels he cumula i e knowledge base o
Business De elopmen , o e ing a nuanced unde s anding o i s mul i ace ed dimensions. By signi ican ly
ad ancing academic esea ch in he ield and laying he g oundwo k o u u e in e disciplina y collabo-
a ions, i enhances he academic esea ch po en ial and impac o Business De elopmen as a discipline.
secondly, he in oduc ion o he BD 3D-ccF in his s udy s ands as a seminal con ibu ion o he
academic discou se on Business De elopmen . By in eg a ing di e se dimensions and in icacies inhe en
in Business De elopmen p ocesses, he amewo k o e s schola s a nuanced and holis ic pe spec i e o
analysing and unde s anding his mul i ace ed domain. h ough i s h ee-dimensional s uc u e, he
amewo k acili a es a comp ehensi e examina ion o c i ical aspec s, such as implemen a ion p og ess,
s a egic alignmen , and he ans o ma i e po en ial o new esou ces and dynamic capabili ies. his
s uc u ed app oach enhances he concep ual cla i y su ounding Business De elopmen and p o ides
esea che s wi h a obus analy ical ool o na iga e he complexi ies o his ield.
hi dly, he ield o Business De elopmen esea ch cu en ly exhibi s a dea h o quan i a i e esea ch
li e a u e. Expanding he ope a ional de ini ion o BD 3D-ccF p o ides an oppo uni y o es ablish mea-
su able s anda ds o associa ed dimensions. his has he po en ial o in igo a e quan i a i e esea ch
e o s and g ea ly unlock he academic esea ch po en ial in he ield o Business De elopmen .
o e all, his a icle elucida es he in e connec edness and b oade implica ions o Business
De elopmen , ca alysing he ad ancemen o heo e ical insigh s and academic esea ch in he discipline.
i o e s a clea pe spec i e on he complex sys ems o Business De elopmen .
5.1.2. Theo e ical implica ions
his esea ch o ganizes and ca ego izes exis ing li e a u e wi hin he ealm o business de elopmen
sys ema ically, os e ing he ad ancemen and e inemen o heo e ical knowledge. in doing so, i helps
achie e a comp ehensi e and nuanced unde s anding o he in es iga ed phenomenon, he eby inc eas-
ing i s academic alue. he heo e ical implica ions in his a icle a e signi ican and mul i ace ed:
• ad ancing heo e ical unde s anding: he a icle ca ego izes esea ch s eams and iden i ies key he-
o e ical ounda ions d i ing Business De elopmen ac i i ies, con ibu ing o heo e ical ad ance-
men . his ca ego iza ion enhances he cla i y and cohe ence o heo e ical amewo ks in he ield.
• in eg a ing di e se heo e ical pe spec i es: By in eg a ing di e se heo e ical pe spec i es, such as
s a egic Managemen , inno a ion heo y, and Knowledge Managemen , he a icle o e s a holis ic
iew o Business De elopmen p ocesses. his in eg a ion en iches he heo e ical landscape o he
ield and p o ides a comp ehensi e basis o analysing and unde s anding Business De elopmen
ac i i ies.
• Enhancing in e disciplina y collabo a ion: he ca ego iza ion o esea ch s eams and heo e ical
ounda ions in Business De elopmen pa es he way o enhanced in e disciplina y collabo a ion. By
p o iding a s uc u ed amewo k ha b idges di e en heo e ical pe spec i es, he a icle acili a es
collabo a ion among schola s om a ious disciplines, os e ing an in eg a ed app oach o s udying
Business De elopmen .
• con ibu ing academic knowledge base: he a icle’s heo e ical implica ions con ibu e o en iching
he academic knowledge base o Business De elopmen by syn hesizing p io esea ch, iden i ying
key heo e ical concep s, and p oposing a comp ehensi e amewo k o unde s anding he ield.
his con ibu ion enhances he dep h and b ead h o academic discou se in Business De elopmen .
5.1.3. Manage ial implica ions
Fo manage s, his esea ch eme ges as a sophis ica ed and s uc u ed e lec i e ins umen , ele a ing
he s a egic o e sigh and managemen o Business De elopmen p ojec s o a nuanced and comp e-
hensi e le el. as Business De elopmen ac i i ies un old, he s udy p o ides de ailed guidance on he
c i ical asks inhe en in each phase, elucida ing he speci ic ope a ions ha he s a egic echelon should
coGEn BusinEss & ManaGEMEn 23
o ches a e. Mo eo e , i p o ides a g anula oadmap o he an icipa ed bene i s ha should mani es
a each junc u e, he eby se ing as a p esc ip i e ool o e ec i e p ojec managemen .
he BD 3D-ccF model de eloped in his s udy may unc ion as a na iga ional compass o Business
De elopmen ini ia i es, ensu ing a seamless alignmen wi h o ganiza ional objec i es and me iculous
acking o p og ess and ou comes. i s in ica e design allows o he op imiza ion o s a egic
decision-making by delinea ing he key esponsibili ies and pe o mance benchma ks h oughou he
p ojec ’s li ecycle. By doing so, he amewo k becomes an indispensable asse o manage s, empowe -
ing hem wi h ac ionable insigh s in o he in ica e wo kings o Business De elopmen endea ou s.
as a mul i ace ed ool, he BD 3D-ccF anscends me e manage ial guidance; i e ol es in o a plan-
ning and diagnos ic powe house. Manage s can le e age i s capabili ies o disce n and ca ego ize he
s a egic posi ioning o Business De elopmen plans. his s eamlines decision-making p ocesses and
equips manage s wi h a diagnos ic lens o iden i y po en ial challenges and oadblocks in he implemen-
a ion o Business De elopmen ini ia i es.
in summa y, his esea ch p o ides aluable suppo o manage s na iga ing he in ica e landscape
o Business De elopmen . i s in-dep h guidance, nuanced insigh s, and diagnos ic p owess signi ican ly
enhance manage s’ app oach o and na iga ion o he complexi ies inhe en in Business De elopmen
p ojec s wi hin he b oade o ganiza ional con ex .
5.2. Fu u e esea ch
his s udy p oposes a BD 3D-ccF model o enhance unde s anding o Business De elopmen , gi en he
limi ed and sca ce p io esea ch conduc ed in his a ea. he BD 3D-ccF is c ucial o expanding Business
De elopmen implemen a ion and unde s anding i s impac on en e p ise g ow h in an e e -changing
wo ld economy, p o iding mul iple esea ch oppo uni ies in he ield. addi ionally, we sugges explo ing
he ollowing opics o u u e Business De elopmen esea ch oppo uni ies (see Figu e 3):
1. Fu u e esea ch should explo e p ac ical case applica ions o he p oposed BD 3D-ccF in a ious
indus ies, including social en e p ises, npos, and nGos, which p esen s an oppo uni y o expand
applicable esea ch o he de elopmen o coun ies o o he o ganisa ions.
2. Di e en indus ies ha e unique me hodologies o Business De elopmen based on hei speci ic
s a egic in en ions. hence, he u u e end in Business De elopmen is owa ds de eloping a spe-
ci ic planning oadmap o each sub- ame o inc ease he success a e o asks based on he na u e
o ac ions. his will lead o he de elopmen o a ious Business De elopmen esea ch opics.
3. a leas h ee c ucial asks wi hin he inancial unc ions o Business De elopmen ac i i ies demand
addi ional in es iga ion. hese asks include aiding in cons uc ing ansac ion condi ions, conduc -
ing due diligence, and managing in es o ela ions. s eng hening he ounda ion and ope a ional
p inciples o Business De elopmen , hese a eas play a pi o al ole. p esen ly, a limi ed body o
esea ch exis s on he inancial aspec s o Business De elopmen , sugges ing conside able scope o
addi ional explo a ion in his ield.
4. he p e alen inadequacies o social ne wo ks highligh he BD implemen a ion bo leneck, and he
link p edic ion algo i hm o e s subs an ial suppo o he co esponding ne wo k o ganiza ion
mechanism (lü e  al., 2015). his signi icance o ad ancing BD and social ne wo ks, bo h in heo y
and p ac ical applica ion, makes i a opic wo hy o addi ional esea ch.
5. con empo a y, eme ging mul imedia poses challenges o Business De elopmen , which emphasizes
social ne wo k ela ionships. he in e ac ion e ec be ween Business De elopmen and eme ging
mul imedia is a new esea ch opic ha wa an s s udying in dep h.
addi ionally, con empo a y blockchains, a i icial in elligence, and co po a e social esponsibili y ela e
o Business De elopmen p ac ice (e.g., oliinyk e  al., 2023; wang e  al., 2022). cu en Business
De elopmen academic esea ch has ye o each i s ull po en ial and equi es inpu om nume ous
o he schola s. we hope his esea ch will con ibu e o esea ch p og ess in his ield.
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