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VALUES-BASED NETWORK AND BUSINESS MODEL INNOVATION

World Scientific
International Journal of Innovation Management
Authors:
  • University of Applied Sciences for Media, Communication and Management
  • ESCP Europe Berlin
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Abstract

Innovation management falls short in solving urgent societal problems, if it neglects the power of networks and the values of their constituent actors. Even though network and business model innovation have been acknowledged as innovation categories in their own right, their problem-solving potential remains unexplored. In this article, we argue that purposeful innovation requires considering the shared values of those engaging in innovation processes, where values are understood as subjective notions of the desirable. Values-based innovation can motivate the development of new networks and business models that address complex societal problems, such as the unsustainability of current forms of energy supply. We present a theoretical framework and facilitation methods for values-based network and business model innovation. Both have been applied in an exemplary workshop on regional energy networks in Germany. Reflecting upon the lessons learned from theory and practice, we conclude that crucial starting points for systemic sustainability innovations can be found in values-based networks and business models.
VALUES-BASED NETWORK AND
BUSINESS MODEL INNOVATION
HENNING BREUER
*
,
and FLORIAN LÜDEKE-FREUND
*
UX BerlinInnovation Consulting & University of Applied Sciences for Media,
Communication and Management
Ackerstrasse 76, 13355 Berlin, Germany
University of Hamburg
Faculty of Business, Economics and Social Sciences
Von-Melle-Park 9, 20146 Hamburg, Germany
h.breuer@hmkw.de
Published 21 November 2016
Innovation management falls short in solving urgent societal problems, if it neglects the
power of networks and the values of their constituent actors. Even though network and
business model innovation have been acknowledged as innovation categories in their own
right, their problem-solving potential remains unexplored. In this article, we argue that
purposeful innovation requires considering the shared values of those engaging in inno-
vation processes, where values are understood as subjective notions of the desirable.
Values-based innovation can motivate the development of new networks and business
models that address complex societal problems, such as the unsustainability of current
forms of energy supply. We present a theoretical framework and facilitation methods for
values-based network and business model innovation. Both have been applied in an ex-
emplary workshop on regional energy networks in Germany. Reecting upon the lessons
learned from theory and practice, we conclude that crucial starting points for systemic
sustainability innovations can be found in values-based networks and business models.
Keywords: Values-based innovation; value network; business model; collaborative inno-
vation; future workshop; sustainability; energy business.
Corresponding author.
Governing Responsible Business Fellow (20162017) at Copenhagen Business School, and Re-
search Fellow at the Centre for Sustainability Management (CSM), Leuphana University.
International Journal of Innovation Management
Vol. 21, No. 3 (April 2017) 1750028 (35 pages)
© World Scientic Publishing Europe Ltd.
DOI: 10.1142/S1363919617500281
1750028-1
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... Managing the strategic dimensions of BMfS is about how a company identifies and secures strategic advantage while managing its activities across technologies, social structures, and processes (Bleicher 1994) to align with sustainability objectives. This, for example, happens through business model innovation (Breuer and Lüdeke-Freund 2017), or the conceptualization, adaptation, and implementation of new business models (Geissdoerfer, Vladimirova, and Evans 2018). Innovating BMfS requires creating structures to create and capture value that supports sustainability objectives. ...
... Managing the operative dimension for BMfS requires the translation of normative and strategic goals into actionable processes through changing organizational and administrative processes, developing benchmarks for performance, and cooperating and communicating among various actors (Bleicher 1994). This includes handling the everyday practices and processes in a company (Hofmann 2019), or the innovation on a service, product, or process level (Breuer and Lüdeke-Freund 2017). Within BMfS, operational management emphasizes actionable processes such as R-strategies that can be used for more efficient product use and manufacture (Kirchherr, Reike, and Hekkert 2017;Potting et al. 2017). ...
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