Authors: René Rohrbeck; Lars Konnertz; Sebastian Knab
Addresses: Department of Business Administration, Business and Social Sciences, Aarhus University, Bartholins Allé 10, 8000 Aarhus, Denmark ' Technische Universität Berlin, Straße des 17. Juni 135, 10623 Berlin, Germany ' Chair of Business Ethics and Management, Universität Hamburg, Von-Melle-Park 9, 20146 Hamburg, Germany
Abstract: Sustainability innovations are characterised by a systemic nature and require that multiple organisations act in an orchestrated fashion. To jointly identify opportunities and plan sustainability innovations, new methods and approaches are needed. In this article, we describe a case study where eight firms have collaborated to envision and create new business models in the energy industry. After describing this collaborative business modelling (CBM) approach, we discuss its strengths and limitations and compare it to two alternative methods of strategy and innovation planning: scenario technique and roadmapping. We find that CBM creates a powerful platform for: 1) jointly identifying economic and societal value; 2) defining value creation/value capture systems; 3) planning of complex and uncertain future markets.
Keywords: new market creation; collaborative innovation; business models; sustainability; sustainable innovation; systemic innovation; collaborative business modelling; CBM; strategy; innovation planning: scenario technique; roadmapping; economic value; societal value; value creation; value capture; complex future markets; uncertain future markets.
International Journal of Technology Management, 2013 Vol.63 No.1/2, pp.4 - 23
Published online: 30 Apr 2014 *Full-text access for editors Access for subscribers Purchase this article Comment on this article