Designing Scalable Business Models

Digital business models are often designed for rapid growth, and some relatively young companies have indeed achieved global scale. However despite the visibility and importance of this phenomenon, analysis of scale and scalability remains underdeveloped in management literature. When it is addressed, analysis of this phenomenon is often over-influenced by arguments about economies of scale in production and distribution. To redress this omission, this paper draws on economic, organization and technology management literature to provide a detailed examination of the sources of scaling in digital businesses. We propose three mechanisms by which digital business models attempt to gain scale: engaging both non- paying users and paying customers; organizing customer engagement to allow self- customization; and orchestrating networked value chains, such as platforms or multi-sided business models. Scaling conditions are discussed, and propositions developed and illustrated with examples of big data entrepreneurial firms

Designing library tools: the (un)importance of employee involvement

The growing trend of public institutions to open up data and information to citizens encouraged archives and libraries to enhance the disclosure of their content towards end-users. This implies technical challenges as more and more information is exchanged not only between people, but also between different databases and applications which are consulted by different user groups through different devices and entry points. For libraries, the challenge lies in constructing a properly functioning catalogue which is able to combine a huge amount of information from various sources and is consultable by a large group of end-users in a user friendly manner. Based on the User Centred Design paradigm and Kaulio’s (1998) degrees of user involvement in innovation, this paper wants to consider whether involving users during the creation of metadata tools can result in more motivated library co-workers and a more appreciated tool and (hopefully) in a permanent tagging tool

Competency-driven benefits realization model for minimization of post-contract transaction costs in design-build (d&b) delivery systems

The construction industry has been struggling with the issue of inconsistent performance with respect to cost of projects, completion time and the delivery of a quality product. In an attempt to address this issue the Design-Build (D&B) project delivery system was initiated primarily to overcome the shortcomings of the traditional procurement strategies. Although, traditionally D&B delivery system was aimed to greatly enhance client‘s benefits, this has not significantly been achieved. It lacks clear benefits realization management process to deliver the planned client‘s benefits. In particular, the Transaction Costs (TCs) incurred at the post-contract phase (PTCs) through D&B system has been the subject of criticism, wherein it has been unable to achieve the expected resounding success of a total shift away from the issues attributed to the traditional systems. This research aims to establish the importance of leveraging on D&B project team-competency and commitment structured within a strategic Benefits Realization Management framework to optimize client‘s benefits in terms of minimizing PTCs. The focus is on the aspect of competencies of key project participants and their project team commitment with respect to minimizing TCs that is structured within a Benefits Realization Management (BRM) practice. Questionnaire survey data was obtained from 231 respondents out of 357 administered questionnaires to G7 contractors registered under CIDB Malaysia that was based on a systematic sampling of the existing CIDB contractor database. The partial least squares structural equation modeling (PLS-SEM) technique was used to test the relationships being hypothesized and to validate and confirm the developed Competency Driven Benefits Realization Model (CD-BREM). Exploratory preliminary research findings reveal that post-contract TCs for D&B projects range from 3.5% to 13.5% of the project value. The primary research findings reveal that D&B team commitment has partial mediating effect between team competency and post-contract TCs. Whilst, BRM was found to have a partial mediating effect between team competency and post-contract TCs and no moderating effect as initially hypothesized. In general the research findings indicate that team competency, commitment and BRM have significant positive influences on post-contract TCs. This research provides a multi-dimensional perspective of the D&B project benefits realization concept and has the potential to address the issue of minimizing PTCs, which is seen as a social waste of wealth. Using CD-BREM it is possible to identify key human factors that can contribute to high project performance that also serves as an enabling mechanism for realizing the full potential of the D&B method for delivering successful projects. This research is timely to help reverse the trend of poor performance within the construction industry as a whole. Further work on the implementation of this CD-BREM model on construction projects and the consideration of including additional independent variables in the research theoretical framework can be explored to strengthen the credibility of the outcome of this research which is aimed at minimizing PTCs

Co-creation and user innovation: The role of online 3D printing platforms

The aim of this article is to investigate the changes brought about by online 3D printing platforms in co-creation and user innovation. As doing so requires a thorough understanding of the level of user involvement in productive processes and a clear view of the nature of co-creative processes, this article provides a ‘prosumption’ framework and a typology of co-creation activities. Then, based on case studies of 22 online 3D printing platforms, a service-based taxonomy of these platforms is constructed. The taxonomy and typology are then matched to investigate the role played by online 3D platforms in regard to the various types of co-creation activities and, consequently, how this impacts user innovation

Practical Supply Chain Management Knowledge from Industry-Academia Dialogue

Value co-creation, which can be defined as a joint initiative by two or more supply chain members to create value that cannot be created by the sole effort of one member, is a cornerstone concept in Supply Chain Management (SCM). To provide needed clarity about the concept, the invitation-only summit World Class Supply Chain 2017: Value Co-creation , was convened on May 10th, 2017 in Milton, Ontario. The summit brought together accomplished executives, scholars, and students in the SCM field to engage in dialogue directed at uncovering actionable insights about three crucial issues: The business benefits of value co-creation The actions required for successful value co-creation The obstacles to value co-creation and ways to overcome them The deliberations covered an extensive range of content that included concrete real-world examples to reinforce the insights. Those insights can be summarized in the following three major points: Information technology innovations can (a) come from an industry’s established players instead of only from new entrants and (b) significantly improve not only standard operational efficiency metrics in supply chains but also how supply chains parties interact with each other to create value. The suite of key success factors in value co-creation spans three major stages of activities for any organization: (i) preparing for its discussions with potential co-creation partners, (ii) having those discussions with an intent to find common ground on the most important partnership parameters, and (iii) managing the ongoing relationship(s) with selected partners. To be better poised for future success in value co-creation, today’s young, upcoming professionals (e.g., internship and entry-level jobs) must have jobs that are designed with a view to nurturing interpersonal skills in forming and sustaining effective inter-organizational business relationships

The emergent roles of a designer in the development of an e learning service

This paper presents reflections from a service design case study and uses it to investigate the emerging roles of a designer. Skills, methodologies and values are drawn through the case study and used to communicate how this contributes to the continuing expansion of the profession today. Seven roles are discussed in this paper: designer as a facilitator, communicator, capability builder, strategist, researcher, entrepreneur and co-creator. The analysis of the activities of the designer in this particular case study has indicated a presence of all of these roles in various degrees. This brings up three key questions for discussion: 1. How can the design profession communicate the value of this role shift to external audiences? 2. How will design education address the requirements of these emerging roles? and more relevant to this workshop, 3. How will businesses utilise these additional skills of a designer

Mapping and Developing Service Design Research in the UK.

This report is the outcome of the Service Design Research UK (SDR UK) Network with Lancaster University as primary investigator and London College of Communication, UAL as co-investigator. This project was funded as part of an Arts and Humanities Research Council Network grant. Service Design Research UK (SDR UK), funded by an AHRC Network Grant, aims to create a UK research network in an emerging field in Design that is Service Design. This field has a recent history and a growing, but still small and dispersed, research community that strongly needs support and visibility to consolidate its knowledge base and enhance its potential impact. Services represent a significant part of the UK economy and can have a transformational role in our society as they affect the way we organize, move, work, study or take care of our health and family. Design introduces a more human centred and creative approach to service innovation; this is critical to delivering more effective and novel solutions that have the potential to tackle contemporary challenges. Service Design Research UK reviewed and consolidated the emergence of Service Design within the estalished field of Design

Management innovation made in China: Haier’s Rendanheyi

This article shows how emerging market companies like China’s Haier Group create management innovations that are appropriate for an environment characterized by increased volatility, uncertainty, complexity, and ambiguity (VUCA). Dealing with VUCA effectively requires practices favoring nimble and decentralized responses; the Haier Group developed a platform of management practices under the label Rendanheyi (in Chinese: 人单合一) to transform itself from a conventional hierarchical manufacturing firm into a highly responsive online-based entrepreneurial company with “zero distance to the customer”. We demonstrate how the organizational, competitive, institutional, and technological contexts mattered for the development of Rendanheyi. Our study contributes several insights for practitioners and academics. First, we showcase how context dependent management innovations are created to allow emerging market firms like Haier to deal with a high VUCA world. Second, we draw lessons from Haier’s experimentation process for other firms. Finally, we create an extended process model of management innovation that managers, in both emerging and developed countries, can readily apply