Making business models

Gudiksen, Sune Klok; Poulsen, Søren Bolvig; Buur, Jacob

doi:10.1080/15710882.2014.881885

Cited by 9 publications

(3 citation statements)

References 24 publications

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“…This ‘thinking through the hands and body’ that the LEGO materials (and many other materials) enable is interesting and central. The tangibility of the material provides a richer, experiential three‐dimensional (3D) form that can work as well within business model development as other recently explored forms (Buur & Gudiksen, ; Buur & Matthews, ; Gudiksen, Poulsen, & Buur, ). Roos and Roos (2006, p. 78) argues these 3D objects, or as he calls it tropes , are ‘figurative ways of speaking; metaphor, analogy, synecdoche, irony and paradoxes are some of the most common’.…”

Section: Introductionmentioning

confidence: 99%

“…Roos and Roos (2006, p. 78) argues these 3D objects, or as he calls it tropes , are ‘figurative ways of speaking; metaphor, analogy, synecdoche, irony and paradoxes are some of the most common’. Although the material repertoire is an influential matter (for an exploration of this issue, see Gudiksen, Poulsen, & Buur, ), the focus in this paper is mostly game rules and procedures and how they affect the outcome and success of the activity in question. In this regard it is also striking that in the various ‘manuals’ that accompany LEGO ® Serious Play ® , there are a range of procedures and rules the facilitator is advised to use.…”

Section: Introductionmentioning

confidence: 99%

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

Gudiksen¹

2015

Creat Innov Manage

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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.

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Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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

Gudiksen¹

2015

Creat Innov Manage

Self Cite

View full text Add to dashboard Cite

show abstract

“…Moreover, it is important to keep in mind that an organisation's business models do not actually create experiences but only propose delivery elements (inter-related parts of an offering) that serve as a stimulus (Sundbo and Sørensen, 2013). In times of rapid change, uncertainty and turbulence, the need for continuously rethinking business models has never been more prominent (Gudiksen et al, 2014); it is therefore important to identify the impacts of stimulating elements on the creation of experience(s). As a part of a firm's internal and external environment, stimulating elements involve organisational, event and destination characteristics (see Getz and McConnell, 2011;Hallmann et al, 2012;Kaplanidou and Vogt, 2010) each constituting essential business model elements.…”

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confidence: 99%