Tailoring the Business Modelling Method for R&D

L. O. Meertens, N. Sweet, Maria-Eugenia Iacob

Abstract

While the benefits of innovation seem to be clear intuitively, Research and Development (R&D) organisations are struggling to show the value they add. Especially in times of crisis, the result is that they get the first budget cuts to reduce costs in the short term. This causes companies, industries, or even whole economies, to lose competitive advantage in the long run. The field of business modelling deals with the creation and capturing of value. However, it has not yet provided a method tailored to R&D previously. Building upon earlier work on business modelling, we adapt the Business Modelling Method (BMM) to the field of R&D.

References

  1. Ali, A. (1994). Pioneering versus incremental innovation: Review and research propositions. Journal of Product Innovation Management, 11(1), 46-61.
  2. Allee, V. (2008). Value network analysis and value conversion of tangible and intangible assets. Journal of Intellectual Capital, 9(1), 5-24.
  3. Andersson, B., Johannesson, P., & Bergholtz, M. (2009). Purpose driven value model design. In Proc. CAiSE workshop BUSITAL (Vol. 9). Citeseer.
  4. Balachandra, R., & Friar, J. H. (1997). Factors for success in R&D projects and new product innovation: a contextual framework. Engineering Management, IEEE Transactions On, 44(3), 276-287.
  5. Brinkkemper, S. (1996). Method engineering: engineering of information systems development methods and tools. Information and Software Technology, 38(4), 275-280.
  6. Brockhoff, K. K., Koch, G., & Pearson, A. W. (1997). Business process re-engineering: experiences in R&D. Technology Analysis & Strategic Management, 9(2), 163-178.
  7. Chesbrough, H. W. (2003). Open innovation: The new imperative for creating and profiting from technology. Harvard Business Press.
  8. Coombs, R., McMeekin, A., & Pybus, R. (1998). Toward the development of benchmarking tools for R&D project management. R&D Management, 28(3), 175- 186.
  9. Cooper, R. G. (2008). Perspective: The Stage-Gate® Ideato-Launch Process-Update, What's New, and NexGen Systems*. Journal of Product Innovation Management, 25(3), 213-232.
  10. Cooper, R. G. (2009). How companies are reinventing their idea-to-launch methodologies. Research-Technology Management, 52(2), 47-57.
  11. Drury, C. (2008). Management and cost accounting. Cengage Learning, London.
  12. Elias, A. A., Cavana, R. Y., & Jackson, L. S. (2002). Stakeholder analysis for R&D project management. R&D Management, 32(4), 301-310.
  13. Gordijn, J., & Akkermans, H. (2001). Designing and evaluating e-business models. IEEE Intelligent Systems, 16(4), 11-17.
  14. Gordijn, J., & Akkermans, J. M. (2003). Value-based requirements engineering: exploring innovative ecommerce ideas. Requirements Engineering, 8(2), 114- 134.
  15. Gregor, S., & Hevner, A. R. (2013). Positioning and presenting design science research for maximum impact. MIS Quarterly, 37(2), 337-356.
  16. Healy, P. M., Myers, S. C., & Howe, C. D. (2002). R&D accounting and the tradeoff between relevance and objectivity. Journal of Accounting Research, 40(3), 677-710.
  17. Henderson-Sellers, B., & Ralyté, J. (2010). Situational Method Engineering: State-of-the-Art Review. Journal of Universal Computer Science, 16(3), 424-478.
  18. Horngren, C. T., Foster, G., Datar, S. M., Rajan, M., Ittner, C., & Baldwin, A. A. (2010). Cost accounting: A managerial emphasis. Issues in Accounting Education, 25(4), 789-790.
  19. Kartseva, V., Gordijn, J., & Tan, Y.-H. (2006). Toward a modeling tool for designing control mechanisms for network organizations. International Journal of Electronic Commerce, 10(2), 58-84.
  20. Kleinschmidt, E. J., & Cooper, R. G. (1991). The impact of product innovativeness on performance. Journal of Product Innovation Management, 8(4), 240-251.
  21. Kumar, K., & Welke, R. J. (1992). Methodology Engineering: a proposal for situation-specific methodology construction. In Challenges and Strategies for Research in Systems Development (pp. 257-269). Chichester: Wiley.
  22. Lev, B., Sarath, B., & Sougiannis, T. (2005). R&D Reporting Biases and Their Consequences*. Contemporary Accounting Research, 22(4), 977-1026.
  23. Liberatore, M. J., & Titus, G. J. (1983). The practice of management science in R&D project management. Management Science, 29(8), 962-974.
  24. McDermott, C. M., & O'Connor, G. C. (2002). Managing radical innovation: an overview of emergent strategy issues. Journal of Product Innovation Management, 19(6), 424-438.
  25. Meertens, L. O., Iacob, M. E., & Nieuwenhuis, L. J. M. (2011). Developing the business modelling method. In B. Shishkov (Ed.), BMSD 2011?: First International Symposium on Business Modeling and Software Design (pp. 88-95).
  26. Morandi, V. (2013). The management of industryuniversity joint research projects: how do partners coordinate and control R&D activities? The Journal of Technology Transfer, 38(2), 69-92.
  27. Nobelius, D. (2004). Towards the sixth generation of R&D management. International Journal of Project Management, 22(5), 369-375.
  28. 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).
  29. Pateli, A. G., & Giaglis, G. M. (2004). A research framework for analysing eBusiness models. European Journal of Information Systems, 13(4), 302-314.
  30. Pinto, J. K., & Covin, J. G. (1989). Critical factors in project implementation: a comparison of construction and R&D projects. Technovation, 9(1), 49-62.
  31. Rothwell, R. (1994). Industrial innovation: success, strategy, trends. The Handbook of Industrial Innovation, 33-53.
  32. Shafer, S. M., Smith, H. J., & Linder, J. C. (2005). The power of business models. Business Horizons, 48(3), 199-207.
  33. Sherman, J. D., & Olsen, E. A. (1996). Stages in the project life cycle in R&D organizations and the differing relationships between organizational climate and performance. The Journal of High Technology Management Research, 7(1), 79-90.
  34. Sweet, N. (2012, December 12). How research & development adds value?: a business modelling method for R&D organisations. University of Twente, Enschede.
  35. Vermolen, R. (2010). Reflecting on IS Business Model Research: Current Gaps and Future Directions. In Proceedings of the 13th TSConIT, University of Twente, Enschede, Netherlands.
  36. Veryzer, R. W. (1998). Discontinuous innovation and the new product development process. Journal of Product Innovation Management, 15(4), 304-321.
  37. Zott, C., & Amit, R. H. (2010). Business model design: an activity system perspective. Long Range Planning, 43(2-3), 216-226.
Download


Paper Citation


in Harvard Style

Meertens L., Sweet N. and Iacob M. (2015). Tailoring the Business Modelling Method for R&D . In Proceedings of the Fifth International Symposium on Business Modeling and Software Design - Volume 1: BMSD, ISBN 978-989-758-111-3, pages 96-106. DOI: 10.5220/0005885900960106


in Bibtex Style

@conference{bmsd15,
author={L. O. Meertens and N. Sweet and Maria-Eugenia Iacob},
title={Tailoring the Business Modelling Method for R&D},
booktitle={Proceedings of the Fifth International Symposium on Business Modeling and Software Design - Volume 1: BMSD,},
year={2015},
pages={96-106},
publisher={SciTePress},
organization={INSTICC},
doi={10.5220/0005885900960106},
isbn={978-989-758-111-3},
}


in EndNote Style

TY - CONF
JO - Proceedings of the Fifth International Symposium on Business Modeling and Software Design - Volume 1: BMSD,
TI - Tailoring the Business Modelling Method for R&D
SN - 978-989-758-111-3
AU - Meertens L.
AU - Sweet N.
AU - Iacob M.
PY - 2015
SP - 96
EP - 106
DO - 10.5220/0005885900960106