Instruments for Business Model Innovation

Business models are dynamic constructs that must be adapted over time in order to be successful in future [1]. This adaptation can affect either the business processes, individual business model components, or the entire business model [2]. Business model innovation can be structured in distinct steps including initiation, ideation, integration, and implantation [3]. Along with these steps, several business model design instruments (e.g., taxonomies, business model patterns) can be used to support the innovation process. Each instrument has different benefits and shortcomings, which lead to certain usefulness according to the respective purpose [4]. Topics and potential research questions can include but are not limited to the following objects and environments:

Possible Objects

  • Developing, evaluating, and applying component-based approaches
  • Developing, evaluating, and applying business model taxonomies
  • Identifying, conceptualizing, and applying business model design patterns
  • Workshop design to foster business model innovation

Possible Environments

  • (Smart) Retail
  • (Smart) Energy
  • Video Gaming
  • etc.


[1] Demil, B., and Lecocq, X. 2010. “Business Model Evolution: In Search of Dynamic Consistency,” Long Range Planning (43:2–3), Pergamon, pp. 227–246.

[2] Barann, B., Hermann, A., Cordes, A.-K., Chasin, F., and Becker, J. 2019. “Supporting Digital Transformation in Small and Medium-Sized Enterprises: A Procedure Model Involving Publicly Funded Support Units,” Proceedings of the 52nd Hawaii International Conference on System Sciences (6:2), pp. 4977–4986.

[3] Frankenberger, K., Weiblen, T., Csik, M., and Gassmann, O. 2013. “The 4I-Framework of Business Model Innovation: A Structured View on Process Phases and Challenges,” International Journal of Product Development (18:3/4), p. 249.

[4] Eurich, M., Weiblen, T., and Breitenmoser, P. 2014. “A Six-Step Approach to Business Model Innovation,” International Journal of Entrepreneurship and Innovation Management (18:4), Inderscience Enterprises Ltd., pp. 330–348.