Friederike Hoffmann

NEW BUSINESS MODELS THROUGH COLLABORATIVE IDEA GENERATION

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.

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

Abstract The development of new business models presents a critical and demanding task for organizations. Among other things, the task requires effective divergent and convergent group processes. A growing body of theoretical literature and empirical evidence shows that artifacts can support collaboration, creativity, and innovation in groups. Such art facts include visual templates, physical objects, and sketches. Based on existing theories on idea generation and boundary objects, this proposal explains how artifizcts can facilitate the development of new business model ideas in teams. Specifically, this paper hypothesizes that artifacts have an impact on perceived group collaboration, perceived creativity, and the decision to adopt a new business model idea. The model was tested with an initial experimental study with managers who were asked to develop innovative business models for a daily newspaper, working under one of three different conditions. The subjects worked in groups and were assigned to either: (I) an empty PowerPoint slide (control group); (2) physical objects combined with sketching; or (3) a visual business model template in a software environment. The results of this pilot study indicate that using a digital visual business model template significantly increases perceived collaboration and actually decreases perceived creativity and the willingness to adopt the business model idea generated. Physical objects combined with sketching do not yield results distinct from the control condition of filling out an empty slide. These results provide initial empirical evidence that artifizcts have the power to shape the group process of developing new business models, and that the proposed model can capture relevant dimensions of how they affect such a process.

Challenges and Visual Solutions for Strategic Business Model Innovation

Business model innovation is a key task of an organization’s senior management team. Little is known, however, about business model innovation challenges that need to be addressed and how managers can structure the task of developing novel and commercially viable business models. This chapter analyzes the challenges an organization faces when changing the current business model and proposes visual solutions to overcome these challenges and develop new business models in existing firms. The argument supporting this proposition is developed in three stages: First, based on the existing management literature on business models, this chapter derives a set of challenges for business model innovation. Second, leveraging current visualization research, the chapter discusses several visual solutions to these specific challenges. Finally, we discuss how the characteristics of visual tools can practically support senior management teams in meeting the challenges of business model innovation.

Strategies for Business Model Innovation: Challenges and Visual Solutions for Strategic Business Model Innovation

Business model innovation is a key task of an organization’s senior management team. Little is known, however, about business model innovation challenges that need to be addressed and how managers can structure the task of developing novel and commercially viable business models. This chapter analyzes the challenges an organization faces when changing the current business model and proposes visual solutions to overcome these challenges and develop new business models in existing firms. The argument supporting this proposition is developed in three stages: First, based on the existing management literature on business models, this chapter derives a set of challenges for business model innovation. Second, leveraging current visualization research, the chapter discusses several visual solutions to these specific challenges. Finally, we discuss how the characteristics of visual tools can practically support senior management teams in meeting the challenges of business model innovation.