Digital environmental jolts challenge firms’ configuration and break the performance of the prevailing business model. This phenomenon generates a mismatch between the firm’s business model and the environment and fosters the adaptation process. Regarding organizational literature, this process reaches a convergence toward dominant models. Our previous research on the convergence in the Swiss press revealed a double tendency between dominant models and variability of activities system configuration. This inconsistency originates from how the adaptation process is performed by the firm. We propose a framework supported by the punctuated equilibrium and the strategy-as-practice considering the interweaving of these dynamics (disruptive, incremental and “basis motion”). These dynamics lead to a variability of adaptation paths and suppose a disconnection between the strategy and the results (business model reconfiguration). Supportive longitudinal monographies of two Swiss press cases provide insights and a comprehensive adaptation schema of this path differentiation in a digital environment.
