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Bidmon, C.M. and Knab, S.F. (2018) The Three Roles of Business Models in Societal Transitions: New Linkages between Business Model and Transition Research. Journal of Cleaner Production, 178, 903-916.
https://doi.org/10.1016/j.jclepro.2017.12.198

has been cited by the following article:

• TITLE: Orchestrating the Transition: Non-Market Strategy and Competitive Advantage in Uzbekistan’s Renewable Energy Sector

  AUTHORS: Fayzullaeva Shakhnoza, Longfei Lin

  KEYWORDS: Orchestration Strategy, Renewable Energy Transition, State-Led Transition, Non-Market Strategy, Institutional Entrepreneurship, Uzbekistan

  JOURNAL NAME: Open Journal of Applied Sciences, Vol.16 No.2, February 2, 2026

  ABSTRACT: This study examines how international renewable energy firms design and execute non-market strategies to achieve competitive advantage in Uzbekistan’s state-led energy transition. Through a qualitative multiple-case study analysis of leading developers operating under Uzbekistan’s distinctive “Uzbek Model” of reverse auctions and centralized procurement, the research identifies three core strategic domains: proactive institutional creation, pragmatic mitigation of institutional voids, and the management of paradoxical relationships with both the state and competitors. The findings introduce and develop the concept of orchestration strategy a firm-level dynamic capability to simultaneously compete within a state-defined arena while collaborating to build its institutional and operational foundations. The study contributes to non-market strategy and institutional theory by bridging macro-transition pathways with micro-level strategic action, and offers practical insights for firms and policymakers navigating similar state-orchestrated green energy transitions.