Business model innovation by design: a review of design’s role in business model innovation

References

• Amit, R., & Zott, C. (2001). Value creation in e‐business. Strategic Management Journal, 22(6‐7), 493–520.
   Google Scholar
• Baden-Fuller, C., & Morgan, M. S. (2010). Business models as models. Long Range Planning, 43(2–3), 156–171.
   Google Scholar
• Bakker, C., Wang, F., Huisman, J., & den Hollander, M. (2014). Products that go round: Exploring product life extension through design. Journal of Cleaner Production, 69, 10–16.
   Google Scholar
• Baldassarre, B., Calabretta, G., Bocken, N. M. P., & Jaskiewicz, T. (2017). Bridging sustainable business model innovation and user-driven innovation: A process for sustainable value proposition design. Journal of Cleaner Production, 147, 175–186.
   Google Scholar
• Beckman, S. L., & Barry, M. (2007). Innovation as a learning process: Embedding design thinking. California Management Review, 50(1), 25–56.
   Google Scholar
• Blank, S. (2012). The startup owner’s manual: The step-by-step guide for building a great company. Pescadero, CA: K and S Ranch Inc.
   Google Scholar
• Brodersen, C., Dindler, C., & Iversen, O. S. (2008). Staging imaginative places for participatory prototyping. Co-design, 4(1), 19–30.
   Google Scholar
• Brown, T. (2009). Change by design. New York, USA: HarperCollins.
   Google Scholar
• Brown, T., & Wyatt, J. (2010). design thinking for social innovation. Stanford Social Innovation Review, 8(1), 31–35.
   Google Scholar
• Bryant, S. T., Straker, K., & Wrigley, C. (2019). The rapid product design and development of a viable nanotechnology energy storage product. Journal of Cleaner Production. doi:10.1016/j.jclepro.2019.118725
   Google Scholar
• Bystedt, A., Östman, L., Knuts, M., Johansson, J., Westerlund, K., & Thorsen, H. (2016). Fast and simple–cost efficient façade refurbishment. Energy Procedia, 96, 779–787.
   Google Scholar
• Cagan, J., & Vogel, C. M. (2002). Creating breakthrough products: Innovation from product planning to program approval. Upper Saddle River, NJ: Prentice Hall PTR.
   Google Scholar
• Casadesus-Masanell, R., & Ricart, J. E. (2010). From strategy to business models and onto tactics. Long Range Planning, 43(2–3), 195–215.
   Google Scholar
• Chesbrough, H. (2010). business model innovation: Opportunities and barriers. Long Range Planning, 43(2–3), 354–363.
   Google Scholar
• D’Ippolito, B. (2014). The importance of design for firms’ competitiveness: A review of the literature. Technovation, 34(11), 716–730.
   Google Scholar
• Desyllas, P., & Sako, M. (2013). Profiting from business model innovation: Evidence from pay-as-you-drive auto insurance. Research Policy, 42(1), 101–116.
   Google Scholar
• Dewit, I., Cobben, B., Goovaerts, B., Van Steenkiste, C., & Jacoby, A. (2017). Representing a case-based interpretation of the PSS design toolkit. Procedia CIRP, 64, 247–252.
   Google Scholar
• Dong, A. (2015). design× innovation: Perspective or evidence-based practices. International Journal of Design Creativity and Innovation, 3(3–4), 148–163.
   Google Scholar
• Dorst, K. (2015). Frame innovation. Cambridge, MA: MIT Press.
   Google Scholar
• Downe‐Wamboldt, B. (1992). Content analysis: Method, applications, and issues. Health Care for Women International, 13(3), 313–321.
   Google Scholar
• Dreyfuss, H. (1955). Designing for people. New York, USA: Allworth Press.
   Google Scholar
• Elo, S., & Kyngäs, H. (2008). The qualitative content analysis process. Journal of Advanced Nursing, 62(1), 107–115.
   Google Scholar
• Elverum, C. W., Welo, T., & Tronvoll, S. (2016). Prototyping in new product development: Strategy considerations. Procedia CIRP, 50, 117–122.
   Google Scholar
• Eppinger, S. D., & Ulrich, K. T. (1995). Product design and development. New York, USA: McGraw-Hill Education.
   Google Scholar
• Euchner, J., & Ganguly, A. (2014). Business model innovation in practice. Research-Technology Management, 57(6), 33–39.
   Google Scholar
• Foss, N. J., & Saebi, T. (2017). Fifteen years of research on business model innovation: How far have we come, and where should we go? Journal of Management, 43(1), 200–227.
   Google Scholar
• Geissdoerfer, M., Bocken, N. M., & Hultink, E. J. (2016). design thinking to enhance the sustainable business modelling process–A workshop based on a value mapping process. Journal of Cleaner Production, 135, 1218–1232.
   Google Scholar
• Giesen, E., Berman, S. J., Bell, R., & Blitz, A. (2007). Three ways to successfully innovate your business model. Strategy & Leadership, 35(6), 27–33.
   Google Scholar
• Hall, A., Mayer, T., Wuggetzer, I., & Childs, P. R. N. (2013). Future aircraft cabins and design thinking: Optimisation vs. win-win scenarios. Propulsion and Power Research, 2(2), 85–95.
   Google Scholar
• Hill, D. (2010). Emotionomics: Leveraging emotions for business success. London, UK: Kogan Page Ltd.
   Google Scholar
• Hobday, M., Boddington, A., & Grantham, A. (2011). An innovation perspective on design: Part 1. Design Issues, 27(1), 5–15.
   Google Scholar
• Hobday, M., Boddington, A., & Grantham, A. (2012). An innovation perspective on design: Part 2. Design Issues, 28(1), 18–29.
   Google Scholar
• Holt, D., & Cameron, D. (2010). Cultural strategy: Using innovative ideologies to build breakthrough brands. Oxford, UK: Oxford University Press.
   Google Scholar
• Johnson, M. W. (2010). Seizing the white space: Business model innovation for growth and renewal. Brighton, MA: Harvard Business Press.
   Google Scholar
• Kersten, W. C., Diehl, J. C., & Crul, M. R. M. (2017). Influence of context variation on quality of solutions: Experiences with gasifier stoves. Procedia Manufacturing, 8, 487–494.
   Google Scholar
• Kurucz, E. C., Colbert, B. A., Lüdeke-Freund, F., Upward, A., & Willard, B. (2017). Relational leadership for strategic sustainability: Practices and capabilities to advance the design and assessment of sustainable business models. Journal of Cleaner Production, 140, 189–204.
   Google Scholar
• Le Masson, P., Weil, B., & Hatchuel, A. (2010). Strategic management of innovation and design. New York, NY: Cambridge University Press.
   Google Scholar
• Leavy, B. (2011). Leading adaptive change by harnessing the power of positive deviance. Strategy & Leadership, 39(2), 18–27.
   Google Scholar
• Lee, J. H., Shin, D. I., Hong, Y. S., & Kim, Y. S. (2011, March). Business model design methodology for innovative product-service systems: A strategic and structured approach. 2011 Annual SRII Global Conference, San Jose, California, USA (pp. 663–673). IEEE.
   Google Scholar
• Lemon, K. N., & Verhoef, P. C. (2016). Understanding customer experience throughout the customer journey. Journal of Marketing, 80(6), 69–96.
   Google Scholar
• Martin, R. L. (2009). The design of business: Why design thinking is the next competitive advantage. Brighton, MA: Harvard Business Press.
   Google Scholar
• McGrath, R. G. (2010). Business models: A discovery driven approach. Long Range Planning, 43(2–3), 247–261.
   Google Scholar
• Mitchell, D., & Coles, C. (2003). The ultimate competitive advantage of continuing business model innovation. Journal of Business Strategy, 24(5), 15–21.
   Google Scholar
• Muratovski, G. (2016). Paradigm shift: Report on the new role of design in business and society. She Ji: the Journal of Design, Economics, and Innovation, 1(2), 118–139.
   Google Scholar
• Mutlu, B., & Er, A. (2003). Design innovation: Historical and theoretical perspectives on product innovation by design. Proceedings of the 5th European Academy of design Conference, Barcelona, Spain.
   Google Scholar
• Nickerson, R. C., Varshney, U., & Muntermann, J. (2013). A method for taxonomy development and its application in information systems. European Journal of Information Systems, 22(3), 336–359.
   Google Scholar
• Nusem, E., Wrigley, C., & Matthews, J. (2017a). Disrupting the aged care business model. In Robert DeFillippi, Alison Rieple, Patrik Wikstrom (Eds.), International perspectives on business innovation and disruption in design (pp. 17–35). Cheltenham: Edward Elgar Publishing Limited.
   Google Scholar
• Nusem, E., Wrigley, C., & Matthews, J. (2017b). Developing design capability in nonprofit organizations. Design Issues, 33(1), 61–75.
   Google Scholar
• Oliver Wyman Group. (2007). 2015 car innovation: A comprehensive study on innovation in the automotive industry. Retrieved from http://www.emic-bg.org/files/CarInnovation2015_engl.pdf
   Google Scholar
• Osterwalder, A., & Pigneur, Y. (2010). Business model generation. New Jersey, USA: Wiley & Sons Inc.
   Google Scholar
• Osterwalder, A., Pigneur, Y., & Tucci, C. L. (2005). Clarifying business models: Origins, present, and future of the concept. Communications of the Association for Information Systems, 16(1), 1.
   Google Scholar
• Peppou, G., Thurgood, C., & Bucolo, S. (2016). Designing competitive industry sectors. Design Management Journal, 11(1), 3–14.
   Google Scholar
• Prendeville, S., & Bocken, N. (2017). Design for remanufacturing and circular business models. In M. Matsumoto, K. Masui, S. Fukushige, & S. Kondoh (Eds.), Sustainability through innovation in product life cycle design (pp. 269–283). Singapore: Springer.
   Google Scholar
• Price, R. A., & Wrigley, C. (2016). design and a deep customer insight approach to innovation. Journal of International Consumer Marketing, 28(2), 92–105.
   Google Scholar
• Price, R. A., Wrigley, C., & Matthews, J. (2018). Action researcher to design innovation catalyst: Building design capability from within. Action Research. https://doi.org/10.1177/1476750318781221.
   Google Scholar
• Price, R. A., Wrigley, C., & Straker, K. (2015). Not just what they want, but why they want it: Traditional market research to deep customer insights. Qualitative Market Research: An International Journal, 18(2), 230–248.
   Google Scholar
• Rae, J. (2015). Design value index. Design Management Review, 26(1), 4–8.
   Google Scholar
• Shafique, M. (2013). Thinking inside the box? Intellectual structure of the knowledge base of innovation research (1988–2008). Strategic Management Journal, 34(1), 62–93.
   Google Scholar
• Straker, K. (2017). Defence by design: Redesigning the acquisition process for the Royal Australian Air Force. Journal of Design, Business & Society, 3(2), 145–166.
   Google Scholar
• Straker, K., & Wrigley, C. (2015). The role of emotion in product, service and business model design. Journal of Entrepreneurship Management and Innovation, 11(1), 11–28.
   Google Scholar
• Teece, D. J. (2010). Business models, business strategy and innovation. Long Range Planning, 43(2–3), 172–194.
   Google Scholar
• Thompson, J. D., & MacMillan, I. C. (2010). Business models: Creating new markets and societal wealth. Long Range Planning, 43(2–3), 291–307.
   Google Scholar
• Utterback, J., Vedin, B. A., Alvarez, E., Ekman, S., Sanderson, S. W., Tether, B., & Verganti, R. (2006). Design-inspired innovation. Singapore: World Scientific Publishing.
   Google Scholar
• van der Bijl-brouwer, M., & Dorst, K. (2017). Advancing the strategic impact of human-centred design. Design Studies, 53, 1–23.
   Google Scholar
• Verganti, R. (2003). design as brokering of languages: Innovation strategies in Italian firms. Design Management Journal (Former Series), 14(1), 34–42.
   Google Scholar
• Verganti, R. (2009). Design-driven innovation: Changing the rules of competition by radically innovating what things mean. Boston, MA: Harvard Business School Publishing.
   Google Scholar
• von Stamm, B. (2004). Innovation—What’s design got to do with it? Design Management Review, 15(1), 10–19.
   Google Scholar
• von Stamm, B. (2013). The role of design in innovation: A status report. In R. Cooper, S. Junginger, & T. Lockwood (Eds.), The handbook of design management(pp. 316-330). Oxford, UK: Berg Publishers.
   Google Scholar
• Ward, A., Runcie, E., & Morris, L. (2009). Embedding innovation: Design thinking for small enterprises. Journal of Business Strategy, 30(2/3), 78–84.
   Google Scholar
• Weber, R. P. (1990). Basic content analysis (Vol. 49). California, USA: Sage.
   Google Scholar
• Wirtz, B. W., Schilke, O., & Ullrich, S. (2010). Strategic development of business models: Implications of the Web 2.0 for creating value on the internet. Long Range Planning, 43(2–3), 272–290.
   Google Scholar
• Wrigley, C. (2016). Design innovation catalysts: Education and impact. She Ji: The Journal of Design, Economics, and Innovation, 2(2), 148–165.
   Google Scholar
• Wrigley, C. (2017). Principles and practices of a design-led approach to innovation. International Journal of Design Creativity and Innovation, 5(3–4), 235–255.
   Google Scholar
• Wrigley, C., Bucolo, S., & Straker, K. (2016). Designing new business models: Blue sky thinking and testing. Journal of Business Strategy, 37(5), 22–31.
   Google Scholar
• Wrigley, C., & Straker, K. (2016). designing innovative business models with a framework that promotes experimentation. Strategy and Leadership, 44(1), 11–19.
   Google Scholar
• Zott, C., & Amit, R. (2010). Business model design: An activity system perspective. Long Range Planning, 43(2–3), 216–226.
   Google Scholar
• Zott, C., Amit, R., & Massa, L. (2011). The business model: Recent developments and future research. Journal of Management, 37(4), 1019–1042.
   Google Scholar