Purpose: To facilitate the design of viable business models by proposing a novel business model design framework for viability. Design: A design science research method is adopted to develop a business model design framework for viability. The business model design framework for viability is demonstrated by using it to design a business model for an energy enterprise. The aforementioned framework is validated in theory by using expert opinion. Findings: It is difficult to design viable business models because of the changing market conditions, and competing interests of stakeholders in a business ecosystem setting. Although the literature on business models provides guidance on designing viable business models, the languages (business model ontologies) used to design business models largely ignore such guidelines. Therefore, we propose a business model design framework for viability to overcome the identified shortcomings. The theoretical validation of the business model design framework for viability indicates that it is able to successfully bridge the identified shortcomings, and it is able to facilitate the design of viable business models. Moreover, the validation of the framework in practice is currently underway. Originality / value: Several business model ontologies are used to conceptualise and evaluate business models. However, their rote application will not lead to viable business models, because they largely ignore vital design elements, such as design principles, configuration techniques, business rules, design choices, and assumptions. Therefore, we propose and validate a novel business model design framework for viability that overcomes the aforementioned shortcomings.
This report contains an analysis of the AMP1’s entrepreneurial ecosystem. It aims to assess the external perceptions about the entrepreneurial ecosystem of the Metropolitan Area of Porto and the key variables to work on. We systematically analyse the perception of Porto as entrepreneurial ecosystem in the AMP itself, based social media analysis and on interviews with entrepreneurs and other stakeholders in the Porto ecosystem. As a reference case, we also conducted a survey and interviews in Amsterdam. This helps to compare the situation in AMP with that in Amsterdam. The analysis helped to understand the current strengths and weaknesses of the AMP’s ecosystem, seen from the eyes of insiders and outsiders. In particular, we focused on two key features: internationalisation and the role of the wider region.
According to literature, digital transformation requires an organization to develop a broad, holistic, and business ecosystem perspective on how digital technologies can be used to rethink and improve business models, products, services, and processes. The objective of this research is to empirically explore the claim that the business ecosystem perspective is one of the dominant views in organizations’ digital transformation initiatives and more specifically in the digital strategy. We studied seven organizations in the Netherlands through semi-structured interviews and digital strategy documents. These organizations are aware of developments in their business ecosystem. However, their plans, as outlined in their digital strategies, mainly focus on improving internal operations. We also found that collaboration enablers are partially present in digital strategies. Digital strategies and subsequent digital transformations are mainly internally focused. We argue that collaborative business models must be developed at the business ecosystem level rather than at the individual organizational level. https://link.springer.com/chapter/10.1007/978-3-031-14844-6_11
The SPRONG-collaboration “Collective process development for an innovative chemical industry” (CONNECT) aims to accelerate the chemical industry’s climate/sustainability transition by process development of innovative chemical processes. The CONNECT SPRONG-group integrates the expertise of the research groups “Material Sciences” (Zuyd Hogeschool), “Making Industry Sustainable” (Hogeschool Rotterdam), “Innovative Testing in Life Sciences & Chemistry” and “Circular Water” (both Hogeschool Utrecht) and affiliated knowledge centres (Centres of Expertise CHILL [affiliated to Zuyd] and HRTech, and Utrecht Science Park InnovationLab). The combined CONNECT-expertise generates critical mass to facilitate process development of necessary energy-/material-efficient processes for the 2050 goals of the Knowledge and Innovation Agenda (KIA) Climate and Energy (mission C) using Chemical Key Technologies. CONNECT focuses on process development/chemical engineering. We will collaborate with SPRONG-groups centred on chemistry and other non-SPRONG initiatives. The CONNECT-consortium will generate a Learning Community of the core group (universities of applied science and knowledge centres), companies (high-tech equipment, engineering and chemical end-users), secondary vocational training, universities, sustainability institutes and regional network organizations that will facilitate research, demand articulation and professionalization of students and professionals. In the CONNECT-trajectory, four field labs will be integrated and strengthened with necessary coordination, organisation, expertise and equipment to facilitate chemical innovations to bridge the innovation valley-of-death between feasibility studies and high technology-readiness-level pilot plant infrastructure. The CONNECT-field labs will combine experimental and theoretical approaches to generate high-quality data that can be used for modelling and predict the impact of flow chemical technologies. The CONNECT-trajectory will optimize research quality systems (e.g. PDCA, data management, impact). At the end of the CONNECT-trajectory, the SPRONG-group will have become the process development/chemical engineering SPRONG-group in the Netherlands. We can then meaningfully contribute to further integrate the (inter)national research ecosystem to valorise innovative chemical processes for the KIA Climate and Energy.
It is no wonder that the Academy for Leisure & Events is a key partner within the STEPup project which involves studying, reframing and designing for social entrepreneurship, social innovation and business modelling.The project looks at social entrepreneurship (SE) as the process of applying innovative business models to address social problems (for people and communities) by achieving both profit and purpose. SE creates long-term value and generates sustainable impact for society and the connected ecosystem.The experts of BUas together with the project consortium will be involved in developing, delivering and evaluating training modules for social entrepreneurs, developing a Good Practice catalogue on successful social enterprises in Europe, creating and sustaining a collaborative network based on real-life cases together with academia, social enterprise industry and impact assessment stakeholders.Collaborating partners:FH Joanneum University of Applied Sciences (Austria), Cracow University of Economics (Poland), Payap University (Thailand), Burapha University (Thailand), Prince of Songkla University (Thailand), Mahasarakham University (Thailand), University of Mandalay (Myanmar), National Management Degree College (Myanmar), Chiang Mai Social Enterprise Company Ltd (Thailand), Agarwood Farmer Group (Thailand).
