A Comparative Study of Business Models in Response to Economic Crises Across Developed and Developing Economies

Abstract

The persisting instability of the global economy for 2020s calls for developing resilient organizational structures. Economic shocks and liquidity problems have a profound effect on value creation in firms. Although many localized case studies have been conducted, the lack of comparative analysis of the organizational restructuring in developed vs developing nations is evident. This paper tries to explore the issue with the help of a comparative study of business models from various economic strata based on the qualitative comparative analysis of firms from the US, UK, India, and Brazil. Through examining such aspects as value propositions and cost structure, the research finds a clear division between strategies aimed at achieving organizational resilience. The main findings suggest that developed countries focus on innovation-based robustness and rely on automation technologies and substantial institutional investment, which makes for an 85% digital adoption rate. In contrast, developing countries have an inclination towards      Survival-based Agility through frugal innovation and informal processes, with a strong dependence on operations bricolage at 92%. This paper brings to light a Global Resilience Framework that helps draw parallels between developed and developing countries through cross-learning, whereby the technological resilience in developed countries needs to be amalgamated with operational agility in emerging countries.