Abstract (EN)

This study explores business modeling through a sensemaking perspective that mobilizes astrong approach of processes. This perspective allows to renew our understanding of theinterplay between cognition and action in business modeling. Based on a 42-month longsingle case study of a new business model development in a consulting company, we identifyseven business modeling sensemaking mechanisms that form four patterns. This studycontributes to better understanding the very early steps of business modeling, stressing therole of interaction in this process, and proposes a re-articulation of business model andtactics levels.