Publisher: Aalborg University   (Total: 18 journals)   [Sort alphabetically]

Showing 1 - 14 of 14 Journals sorted by number of followers
J. of Behavioural Economics and Social Systems     Open Access   (Followers: 9)
Coaching Psykologi : The Danish J. of Coaching Psychology     Open Access   (Followers: 4)
J. of Business Models     Open Access   (Followers: 3)
Globe : A J. of Language, Culture and Communication     Open Access   (Followers: 3)
Nordic J. of Media Management     Open Access   (Followers: 3)
Akademisk Kvarter / Academic Quarter     Open Access   (Followers: 3)
Interdisciplinary J. of Intl. Studies     Open Access   (Followers: 2)
Danish J. of Transportation Research / Dansk Tidsskrift for Transportforskning     Open Access   (Followers: 2)
Sociedad y Discurso     Open Access   (Followers: 2)
Geoforum Perspektiv     Open Access   (Followers: 1)
Nordic J. of Commercial Law     Open Access   (Followers: 1)
Tidsskrift for Kortlægning og Arealforvaltning     Open Access  
Reflexen     Open Access  
Musikterapi i Psykiatrien Online     Open Access  
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Journal of Business Models
Number of Followers: 3  

  This is an Open Access Journal Open Access journal
ISSN (Online) 2246-2465
Published by Aalborg University Homepage  [18 journals]
  • The Design of Business Models: What, How and Why

    • Authors: Lorenzo Massa
      Pages: 4 - 20
      Abstract: Over the last decade, management and organisation scholars, practitioners and policymakers alike have increasingly paid attention to business models and variously highlighted the importance of designing them. However, what it means, in essence, to design business models, remains unclear. The received literature reveals a highly fragmented and heterogeneous picture, with different interpretations and implicit meanings of the term ‘design’, leading to varied perspectives on what, how and why business models should be designed. In this editorial I attempt to clarify the meaning of ‘the design of business model’ by providing a framework that will hopefully help synthesise, organise and clarify the multifaceted aspects of designing business models. Additionally, I highlight three emerging meta insights from the nine papers published in this Special Issue: 1) the (importance of) integration of design principles, 2) the need for specialised, context-dependent design methods and tools and 3) the potential of technology, particularly AI, to reshape business model design. These insights offer pathways for advancing the understanding and practice of designing business models that, combined with an appreciation of the different aspects of designing business models, will hopefully encourage and shape future research directions and cumulative progress in this field.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8401
      Issue No: Vol. 12, No. 1 (2024)
       
  • Using Artificial Intelligence (AI) Generative Technologies For Business
           Model Design with IDEATe Process: A Speculative Viewpoint

    • Authors: Xavier Lecocq, Vanessa Warnier, Benoît Demil, Loic Plé
      Pages: 21 - 35
      Abstract: Purpose
      Artificial Intelligence (AI) and the more recent generative technologies are disrupting many activities related to strategy and operations within organizations. Business model design is no exception. We define business model design as an iterative process involving a combination of creativity, decisions, and tests, consisting of envisioning and creating a business model (for a brand-new activity) or a new business model (for an existing activity), to change an existing situation into a preferred one. In this paper, we discuss the potential impact of generative technologies on the business model design process, highlighting the opportunities and challenges that these technologies present and suggesting some methods for using generative technologies for business model design. Design/Methodology/Approach
      We build on knowledge about business model design and on documentation from forums, social networks, and media about generative technologies. We also used generative AI platforms to test dozens of prompts related to business model design. Findings
      We propose the IDEATe process for business model design and identify six major changes in the process or the outcome of business model design that generative technologies can trigger. We also discuss blind spots and risks associated with the use of generative technologies for business model design. Finally, we advance some functions of generative technologies that may support this process. Originality/Value
      Instead of focusing on how generative technologies could change business models, we investigate how these technologies could impact the design of business models. We make propositions to use these technologies properly for business model design.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8402
      Issue No: Vol. 12, No. 1 (2024)
       
  • Public-Private Partnerships and Sustainable Development – Designing
           Relational Business Models

    • Authors: Joan E. Ricart
      Pages: 36 - 42
      Abstract: There are tremendous challenges in meeting the 17 sustainable development goals (SDGs) of Agenda 2030. A collaborative search for solutions is needed to tackle the complex and novel problems at the crux of these challenges. This requires local governments and companies to join forces with other stakeholders. This collaboration usually takes the form of new Public-Private partnerships (PPPs) in emerging innovation ecosystems focused on the SDGs. These ecosystems are integrated through relational business models – multisided platforms with heterogeneous stakeholders and multidimensional utilities. Using the newly developed stakeholder resource-based view (SRBV), we have identified some characteristics of these business models and their complex relational governance. We recognize that a lot of work is still needed to define the right governance for PPPs.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8403
      Issue No: Vol. 12, No. 1 (2024)
       
  • A Typology of Business Model Reconfiguration in Incumbent Firms

    • Authors: Sarah Kenlind, Emelie Havemo
      Pages: 43 - 59
      Abstract: The purpose of this study is to shed light on patterns of change in incumbent firms and, in doing so, identify different types of approaches to business model reconfiguration (BMR). Drawing on data spanning a 10-year period in the empirical context of mature, low-tech firms in the Swedish wood manufacturing industry, this paper develops a typology of BMR approaches, namely Incremental, Modular, Integrated and Transformational BMR. The paper illustrates the nature of these types and offers several insights into the meaning and significance of each for our understanding of BMR and the design of business models in general.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8404
      Issue No: Vol. 12, No. 1 (2024)
       
  • Experimenting with the design, pedagogy and practice of business design at
           one b-school

    • Authors: Angèle M. Beausoleil
      Pages: 60 - 70
      Abstract: This paper examines the posturing, positioning and practice of Business Design (BD) at Rotman School of Management, University of Toronto, exploring its evolution since the late 1990s to today. It outlines BD’s introduction as a design thinking-lite approach to strategy innovation and its evolution to an experimental design-driven innovation pedagogy for MBA students. A triangulated theoretical foundation combines design principles, innovation theory and management education with the aim to teach and study BD as an innovation management learning construct. The resulting Business Design Method is examined with early findings of its impact, however offers more of a provocation rather than proof of a successful design curriculum for b-schools.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8405
      Issue No: Vol. 12, No. 1 (2024)
       
  • A tool for a design-driven innovation approach to more sustainable
           business models

    • Authors: Tommaso Corà, Lucilla Fazio
      Pages: 71 - 82
      Abstract: Purpose The growing imperative for sustainable business practices has led to a recognition that companies must transform their business models to encompass economic, social, and environmental value. At the heart of this transformation is the triple bottom line framework, which evaluates business success in the three dimensions of profit, people, and the planet. Simultaneously, design-driven innovation embraces future-oriented approaches that include people and the ecosystem as stakeholders, while evolving the lenses of innovation, namely desirability (planet), feasibility (network), and viability (prosperity). This evolution offers a new perspective that extends the triple bottom line in business model design by considering the feasibility of achieving impactful, original, and useful innovations. We explore a potential method for designing a business model anchored in the conceptualization of design-driven innovation and a tool to support the creative exploration and coherence assessment of more sustainable (than those currently in use) business models.   Design/Methodology/Approach We built on previous knowledge of design, design-driven innovation, and business model design, and merged with insights from our direct experience as design-driven innovation practitioners, including in applying the tools in different instances with client companies.   Findings We propose the Design-Driven Innovation Business Model Canvas, and provide initial anecdotal evidence from its potential to support the creative exploration and coherence assessment of sustainable business models.   Originality/Value Our tool is designed to merge the design-driven innovation perspective with business design requirements to generate more sustainable business models than those currently in use. We also propose a new conceptualization of the three lenses of innovation, which we then relate to the triple bottom line.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8406
      Issue No: Vol. 12, No. 1 (2024)
       
  • Simulation-based business model innovation process for
           business-to-business contexts

    • Authors: Christoph Ksouri-Gerwien, Jens Poeppelbuss
      Pages: 83 - 101
      Abstract: Innovating service-oriented business models in industrial business-to-business (B2B) contexts presents a complex and risky endeavor. Recently, System Dynamics (SD) modelling and simulation has been suggested as a tool for prototyping and experimentation in business model innovation (BMI). However, knowledge of how to best utilise SD in BMI is scarce. Therefore, our research objective was to develop a new simulation-based approach for BMI, particularly for B2B contexts. We conducted a two-and-a-half-year action design research study with two industrial firms, Alpha (start-up) and Beta (incumbent firm). We developed and simulated new service-oriented business models as part of the two BMI teams. Our study resulted in the simulation-based BMI process containing phases, tools/techniques, and goals. Our findings demonstrate that SD, as a dynamic and visual modelling language, facilitates collaborative and cognitive activities during BMI, such as communication, design, evaluation, and decision-making.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8407
      Issue No: Vol. 12, No. 1 (2024)
       
  • Leveraging Business Modeling Tools For Ecosystemic Business Model Design

    • Authors: Christian Vorbohle, Dennis Kundisch
      Pages: 102 - 114
      Abstract: Business modeling tools are crucial for designing and implementing successful business models. However, there exist instances—which we refer to as the design of ecosystemic business models—in which developing a business model requires simultaneous consideration of both one’s own business model and that of ecosystem partners. In these instances, standard business modeling tools focusing on representing business models in isolation may be inadequate. Based on a real-world example of a business ecosystem from the maritime logistics industry, we highlight five significant design challenges for ecosystemic business models. We then reflect on and discuss the extended role of the business model as an instrument for inter-organizational alignment, and draw out three implications for business modeling tools. The objective of this paper is to deduce implications and functional design requirements for business modeling tools from a conceptual perspective.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8408
      Issue No: Vol. 12, No. 1 (2024)
       
  • Sustainable Business Model Design

    • Authors: Florian Lüdeke-Freund, Lorenzo Massa, Henning Breuer
      Pages: 115 - 132
      Abstract: This article introduces the “Sustainable Business Model Design” (SBMD) framework, an integrative methodology that synthesises sustainable business model theory with Alexandrian pattern theory. Emphasising a pragmatic interpretation of design as transformative action, the framework’s foundations are explored, seeking to consolidate the theoretical underpinnings guiding SBMD and elucidate its principal conceptual components. The article further delves into the practical application of the framework as a tool for problem-solving and idea generation. It concludes with a discussion of analogical reasoning and conceptual combination, shedding light on the creativity-enhancing efficacy of SBMD patterns. Additionally, the article is a succinct primer for business designers interested in the practical utilisation of SBMD, particularly within contexts such as sustainability innovation and ESG strategy workshops.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8409
      Issue No: Vol. 12, No. 1 (2024)
       
  • How (Sustainable) Business Model Patterns Help Initiating Design for
           Sustainability

    • Authors: Leandro Bitetti, Mattia Bedolla
      Pages: 133 - 146
      Abstract: This study explores the cognitive impact of sustainable business model patterns on initiating design for sustainability, comparing them to traditional patterns. Utilizing a quasi-experimental design with four teams of Master's students in Innovation Management, we assessed how the type of business model pattern cards influences cognitive processes and idea generation during ideation. Our findings demonstrate that sustainable business model patterns significantly enhance cognitive stimulation, promoting a broader perspective on sustainability issues. They excel in integrating all three dimensions—economic, ecological, and social—of sustainable business model innovation within the context of idea generation. This research bridges interpretations of business models as (1) cognitive schemas and (2) formal representations, highlighting the pivotal role of specific visual tools in facilitating sustainable business model innovation. This includes challenging cognitive barriers and fostering a comprehensive approach to sustainable design.
      PubDate: 2024-05-02
      DOI: 10.54337/jbm.v12i1.8410
      Issue No: Vol. 12, No. 1 (2024)
       
 
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Publisher: Aalborg University   (Total: 18 journals)   [Sort alphabetically]

Showing 1 - 14 of 14 Journals sorted by number of followers
J. of Behavioural Economics and Social Systems     Open Access   (Followers: 9)
Coaching Psykologi : The Danish J. of Coaching Psychology     Open Access   (Followers: 4)
J. of Business Models     Open Access   (Followers: 3)
Globe : A J. of Language, Culture and Communication     Open Access   (Followers: 3)
Nordic J. of Media Management     Open Access   (Followers: 3)
Akademisk Kvarter / Academic Quarter     Open Access   (Followers: 3)
Interdisciplinary J. of Intl. Studies     Open Access   (Followers: 2)
Danish J. of Transportation Research / Dansk Tidsskrift for Transportforskning     Open Access   (Followers: 2)
Sociedad y Discurso     Open Access   (Followers: 2)
Geoforum Perspektiv     Open Access   (Followers: 1)
Nordic J. of Commercial Law     Open Access   (Followers: 1)
Tidsskrift for Kortlægning og Arealforvaltning     Open Access  
Reflexen     Open Access  
Musikterapi i Psykiatrien Online     Open Access  
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School of Mathematical and Computer Sciences
Heriot-Watt University
Edinburgh, EH14 4AS, UK
Email: journaltocs@hw.ac.uk
Tel: +00 44 (0)131 4513762
 


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