Despite a vast body of work published on the business model—a concept used to generally refer to how a firm conducts business and how it creates and captures value —remarkably, the literature to date has not yet explored the business model from a national culture perspective. Therefore, this PhD dissertation seeks to explore the business model concept through the lens of national culture, posing the following research questions: Do actors in different cultural settings experience their concepts of business (“their business models") differently? If they do, what are the differences, and how and why do these differences occur? To address these research questions, I adopt a qualitative multiple case study of three restaurants: a German restaurant in Germany, an Arab Yemeni restaurant in Jordan, and an Arab Syrian restaurant in Germany. My analysis is based on data collected from a range of sources, including 34 semi-structured interviews, informal follow-up interviews, direct observations, restaurants’ documents, and archival materials, such as press coverage, restaurants’ websites, restaurants’ social media postings, and video excerpts. The emergent findings reveal eight dimensions and their constitutive themes, which shed light on how German and Arab actors experience the business models. While German and Arab actors show a common understanding of some themes relevant to the business model concept, they differ significantly in many themes, suggesting considerable differences in pursuing value creation and capture. Overall, this PhD dissertation makes several contributions to the business model and national culture literatures. More specifically, I contribute to the business model literature by delineating the nature of activities and classifying them into structured and semi-structured activities performed by German and Arab actors, respectively, refining the revenue concept, introducing the concepts of Al-Niyyah (good intention) and fated revenues, and providing insights into the different relationships between the business model participants. In addition, this PhD dissertation adds to the limited antecedent literature of business model innovation by indicating that a firm operating in a new national culture is more likely to innovate its business model. Further, this V PhD dissertation provides insights into the national culture literature by suggesting that Arab culture seems to be a culture of intention, fatalism, and particularism. Finally, this PhD dissertation offers insights for practitioners and concludes with limitations and suggestions for future research.