Business Model Design Games: Rules and Procedures to Challenge Assumptions and Elicit Surprises

Abstract

Previously well‐established companies are currently struggling to secure profits, mainly due to the pressure from new communication technology‐based business models. Because of this, the business model research field has flourished in recent years, but most of the applied approaches still rely on linear, rational conceptions and causal reasoning. Through three games and three business cases, it is argued that experimental game‐like innovation activities can lead the way into another approach to business model development, called ‘business model design games’. This paper illustrates how the application of game rules and procedures can challenge business assumptions and evoke surprises that lead to novel business model insights.

Innovative Born Globals: Investigating the Influence of Their Business Models on International Performance

“…Based on a comprehensive review of the current literature a definitional corridor explaining the BGs international nature can be derived as follows: At least four foreign markets have to be conqueredthese markets have to dispose of a high psychic, cultural and geographic distance Oviatt and McDougall (1994);McAuley (1999); Zahra et al (2000); Moen (2002); Andersson and Wictor (2003); Bell et al (2003); Knight and Cavusgil (2004); Laanti et al (2007); Kuivalainen et al (2012) Moreover, researchers have observed that many BGs are forced into globalization because of their high specialized products (Trkman et al, 2015) and that their export performance depends on innovations: the more a firm innovates the more innovations will be exported (Pels and Kidd, 2015). As reflection of the business model their product differentiation strategy influences positively the internationalization process (Gudiksen, 2015) and technological intensity as well as RandD intensity, representing the BGs international innovativeness, are significantly associated with export performance (Amshoff et al, 2015;Dhanaraj and Beamish, 2003).…”

“…Based on their product differentiation strategy which gets reflected in their business models they achieve a higher export performance the more they innovate (Gudiksen, 2015;Pels and Kidd, 2015). In a broader view, future research can orientate on the BG business model archetype with its components presented in the propositions (e.g., market, capability factors) to have a guiding map for research.…”

Open business model innovation: Literature review and agenda for future research

“…The approach of "tangible business modelling" allowed participants to "express themselves with their hands" [21]. The analyzed literature reported the use of tangible resources such as sticky notes [25] or balls and bricks [32] to facilitate collaboration among (multi-disciplinary) BM co-creation teams. Buur and Gudiksen conducted iterative BM experiments in various interactive settings to trigger new discussions and solution-based thinking.…”

“…The researchers arrived at the conclusion that "playfully 'thinking with hands and body' enhances 'the quality of conversations' towards an innovative outcome" [21]. Similarly, Gudiksen chose different BM design games for the playful experimentation with new BM ideas [32]. It has been demonstrated that approaching the BM as a design problem advances new perspectives on BMI initiatives.…”

“…a dice) helped to spark new ideas and combinations. Eventually, BM design games have two major benefits: (1) they impose clear rules that had to be followed by all participants, and (2) they provide a joyful and engaging atmosphere, which allowed participants to "step out of the real life" ("foolishness") and enjoy the "freedom to play" and stimulated experiential learning [32]. To successfully practice design thinking for BMI, firms need to create a tempo-rary space for imagination and encourage an experimental, game-oriented culture and the freedom to improvise, play and test BM concepts [21,32].…”