Does method matter? An experiment on collaborative business model idea generation in teams

Innovation ◽  
2012 ◽  
Vol 14 (3) ◽  
pp. 388-403 ◽  
Author(s):  
Martin J Eppler ◽  
Friederike Hoffmann
Keyword(s):  
Business Model ◽  
Idea Generation ◽  
Model Idea

scholarly journals The Dream

2021 ◽  
pp. 47-55
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Building Block ◽  
Model Idea

AbstractLooking for your Dream provides a second tool to help you build your business model in this first stage of the Business Model Template (BMT). You have previously indicated which major social and/or ecological issues you want to solve. Now you will determine what the result of that solution could be. Look for a solution that goes beyond just tackling one issue. The Dream building block demands thinking big: it is a Big, Hairy, Audacious Goal (BHAG) on which you are going to work. How and why will your business model idea really make a difference? In order to not get lost in thinking about dreams, you could make use of various tools such as scenarios, metaphors or framing, all of which are addressed in this chapter. Putting all the steps in this chapter together, you will have dreamed up something big that you want to go for.

scholarly journals Design Thinking to Reinvent Values in a Business Model: a 4-Step Approach Using Ideation Virtual Tools

2022 ◽  
Author(s):  
Elina Mikelsone ◽  
Inga Uvarova ◽  
Jean-Pierre Segers
Keyword(s):  
Business Model ◽  
Business Models ◽  
Design Thinking ◽  
Idea Generation ◽  
Management Approach ◽  
Case Study Method ◽  
Virtual Tools ◽  
Value Propositions ◽  
Idea Management

Abstract The purpose of this paper is to create and test design thinking approach sequence, to redefine the value proposition. This paper suggests a 4-step systematic design thinking approach sequence to reinvent values in a business model, which was researched by a case study method. Based on the idea management approach the authors describe idea generation and evaluation processes by applying the design thinking approach and their possible moderation elements. Originality/value: a created approach could be applied by the organisations that would like to create new values or reinvent the existing ones in their business models value propositions.

scholarly journals External Test

2021 ◽  
pp. 125-135
Author(s):  
Jan Jonker ◽  
Niels Faber
Keyword(s):  
Business Model ◽  
Building Block ◽  
Model Concept ◽  
Second Stage ◽  
Model Idea ◽  
External Test ◽  
Beta Version

AbstractThe external test is the tenth and final building block of the first and second stage of the Business Model Template (BMT). You will test the viability of the business model concept you have developed so far. You can test your business model idea against all kinds of criteria. If you do not have much time, perform your check on the basis of the very concise set of seven questions we provide. But we also provide many other tools in this chapter. Please bear in mind that you must be well-prepared when looking for feedback. Look for people you know or hope will respond critically and constructively. Going through the External Test steps may mean that you need to partially adjust some elements of your business model before you move on. So be it. Remember that every version of your business model in this stage is a beta version and that feedback will help to make it better.

scholarly journals NEW BUSINESS MODELS THROUGH COLLABORATIVE IDEA GENERATION

2011 ◽  
Vol 15 (06) ◽  
pp. 1323-1341 ◽  
Author(s):  
MARTIN J. EPPLER ◽  
FRIEDERIKE HOFFMANN ◽  
SABRINA BRESCIANI
Keyword(s):  
Business Model ◽  
Business Models ◽  
Idea Generation ◽  
Team Work ◽  
Sustainable Business ◽  
Team Collaboration ◽  
Team Processes ◽  
Innovation Activities ◽  
New Business ◽  
New Business Models

Generating novel and sustainable business model ideas is a crucial yet challenging innovation task. A growing body of literature shows that artefacts, such as visual templates, objects and sketches, can enhance team collaboration and creativity in innovation activities. Drawing on literature from diverse fields we propose a model that aims to explain how artefacts can affect the team processes in developing new business model ideas, positing that they have an impact on creativity and collaboration. We report the results of an illustrative experimental study comparing the team processes of managers working on a business model innovation task. Teams were supported by different types of artefacts (a business model template; physical objects with sketching; or PowerPoint). The results indicate that using the template significantly increases perceived collaboration and decreases perceived creativity, hence showing that artefacts can have the power to shape team work for innovation tasks.

scholarly journals Value Creation in Innovations Crowdsourcing. Example of Creative Agencies

2013 ◽  
Vol 4 (1) ◽  
pp. 72-103 ◽  
Author(s):  
Andrius Agafonovas ◽  
Raimonda Alonderienė
Keyword(s):  
Best Practices ◽  
Business Model ◽  
Value Creation ◽  
Open Innovation ◽  
Idea Generation ◽  
Extended Analysis ◽  
Motivational Model ◽  
Successful Business ◽  
Depth Interviews ◽  
Potential Customers

Innovations are crucial for most of the companies to survive. However, the concept of innovation has become broader, including new forms of open innovation, such as crowdsourcing. The aim of this paper is to define the business model of a crowdsourcing-driven organization to create value. Empirical research consists of case studies on current crowdsourcing platforms, focus groups with potential crowd members and in-depth interviews with potential customers of creative agencies. Best practices were combined with solutions for closing the most significant gaps in order to create a successful business model. The developed model suggests separating the crowd into free users and an empowered core team and enabling collaboration. Moreover, an innovative motivational model is introduced. Due to a three-step sequence of solution/idea generation, superior value is proposed to the customer. Another competitive advantage should be flexibility and adaptability to the customer’s needs. The paper is original since extended analysis of all crowdsourcing stakeholders is delivered. It also has practical value proposing a business model for creative agencies.

The dark side of business models: the risks of strategizing through business models alone

2014 ◽  
Vol 30 (6) ◽  
pp. 1-4 ◽  
Author(s):  
Antonio Ghezzi
Keyword(s):  
Strategic Planning ◽  
Business Model ◽  
Business Models ◽  
Idea Generation ◽  
Dark Side ◽  
Model Design ◽  
Strategy Analysis ◽  
Holistic View ◽  
Content Type ◽  
Business Model Design

Purpose – This paper aims at exposing the risks entrepreneurs and managers run whenever they focus on business model design alone, while disregarding other strategy analysis tools; disclosing what a business model is and is not; and proposing a checklist to frame business models within – rather than without – the process of strategic planning. The business model has recently gained popularity in the broad community of strategists, thanks to its apparent simplicity and straightforward applicability. Yet, business models have a dark side too, residing in their fuzzy relationship with strategy and little theoretical foundations. Design/methodology/approach – This paper is based on a survey on 105 C-level managers involved in strategy formulation and business model design. Findings – The business model is often misinterpreted by strategists, who show a tendency to employ it as a substitute – not a complement – for traditional strategy analysis frameworks; however, such approach has significant downsides, as it fails to provide a holistic view on strategy. To exploit business models’ value, strategists should use them as instruments for business idea generation, strategy execution and innovation. Practical implications – Entrepreneurs and managers are faced with the pros and cons related to the use of business models, and are provided with action points to include the model in the overall business strategic planning. Originality/value – By questioning the current use of business models, the paper sheds light on its actual value and role in relation to strategy.

scholarly journals How do business model tools facilitate business model exploration? Evidence from action research

2020 ◽  
Vol 30 (3) ◽  
pp. 495-508 ◽  
Author(s):  
Alexia Athanasopoulou ◽  
Mark De Reuver
Keyword(s):  
Action Research ◽  
Empirical Evidence ◽  
Business Model ◽  
Business Models ◽  
Idea Generation ◽  
Managerial Practice ◽  
New Business ◽  
New Business Models

Abstract Business model tools are commonly used to describe and communicate business model ideas. However, studies do not sufficiently address whether and how business model tools support the early, exploratory phase in which new business models are initiated, conceptualized, assessed and planned. In this exploratory phase, offerings and addressable markets are highly uncertain, which requires extensive idea generation, reframing, comparison and evaluation. This paper examines whether and how business model tools facilitate the process of business model exploration. Through action research, we find three ways in which business model tools can better facilitate the process of exploring, reframing and comparing alternative business models. The paper contributes to business model literature and managerial practice by providing empirical evidence on how tooling facilitates business model exploration.

Dreamlike and Playful Virtual Environments to Inspire Children’s Divergent Thinking

2020 ◽  
pp. 1-11
Author(s):  
Jérôme Guegan ◽  
Claire Brechet ◽  
Julien Nelson
Keyword(s):  
Virtual Environments ◽  
Divergent Thinking ◽  
Idea Generation ◽  
Combined Processes ◽  
Office Environment ◽  
School Aged Children

Abstract. Computers have long been seen as possible tools to foster creativity in children. In this respect, virtual environments present an interesting potential to support idea generation but also to steer it in relevant directions. A total of 96 school-aged children completed a standard divergent thinking task while being exposed to one of three virtual environments: a replica of the headmistress’s office, a replica of their schoolyard, and a dreamlike environment. Results showed that participants produced more original ideas in the dreamlike and playful environments than in the headmistress’s office environment. Additionally, the contents of the environment influenced the selective exploration of idea categories. We discuss these results in terms of two combined processes: explicit references to sources of inspiration in the environment, and the implicit priming of specific idea categories.

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