Kuo C.-SJI-REN LEE2021-08-312021-08-31201910181601https://www.scopus.com/inward/record.uri?eid=2-s2.0-85064514361&doi=10.6226%2fNTUMR.201904_29%281%29.0002&partnerID=40&md5=077ee74847f8871a510a406f89ee5b3dhttps://scholars.lib.ntu.edu.tw/handle/123456789/579995This research undertakes a longitudinal, case-based research to explore how a less wellendowed product supplier chooses a dual business model, which simultaneously engages both own-brand and original equipment manufacturing (OEM) businesses, and its associated decision rationales. Based on in-depth study on multiple product line cases sampled from a single organizational context, we are able to propose two decision constructs: segment-making capabilities and product/service innovation potential, which various types of dual business models are intertwined with. In addition, we find that in the case of exploratory products, the product supplier adopts a model where the organizational learning effect is more pronounced, while in the case of exploitative products, balancing long and short-term outcomes is the primary motive for model choice. Overall, our research adds new insight to the existing paradoxical conversation of dual business models by offering a useful decision framework with a theoretical foundation and practical guidance. Copyright ? 2019 by the College of Management, National Taiwan.journal article10.6226/NTUMR.201904_29(1).00022-s2.0-85064514361