This qualitative research adopts a strategy-as-practice perspective to explore the roles of micro-level practices during a business model (BM) innovation process. Using the context of omni-channel retailing for empirical analysis, this research demonstrates that the capabilities required to successfully design and implement a new BM for digital transformation fall within the capacity of managers from middle and lower management levels to develop practices of bricolage. This research demonstrates that business model innovation (BMI) does not only occur through organizational level test-and-learn processes but also relies on micro-level practices of bricolage from lower-level managers within the organization. A BMI is a process in which implementation (top-down) and emergence (bottom-up) are intertwined. Indeed, some micro-level practices of bricolage may be used by top management in the design of the new BM to improve implementation phases.

这项定性研究采用“策略即实践”的观点来探索微观实践在业务模型（BM）创新过程中的作用。使用全渠道零售的背景进行实证分析，这项研究表明，成功设计和实施数字化转型的新BM所需的能力属于中低层管理人员制定贿赂行为的能力。这项研究表明，业务模型创新（BMI）不仅是通过组织级的测试和学习过程而发生的，而且还依赖于组织内下层管理人员的微观级别的贿赂行为。BMI是将实现（自上而下）和出现（自下而上）交织在一起的过程。确实，