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This paper aims to present a tool for helping the mindset organization of graduate students and early career researchers in the process of scientific papers writing. The canvas roadmap is proposed and summarizes the fundamental steps and main features of an academic paper in the business management field.

The adopted methodological procedures followed action research and focus groups precepts. Validation was applied in longitudinal and transversal procedures, with two early career researchers and with three groups of graduate students from different institutions. The validation procedures allowed the identification of 15 main features that were structured in a canvas format.

The conception of the canvas roadmap, influenced by the business model canvas, is a tool for easing researchers’ mindset when preparing a manuscript. Each of 15 features are explored according to main identified components along the paper writing process. Advices for early researchers are addressed, and key characteristics are presented. Further readings in academic writing literature are suggested as along with practical tips for developing the manuscript.

Specifically, the canvas roadmap proposal intends to guide Iberoamerican/Latin American scholars to achieve their goals of publishing in top tier journals, relevant to their academic careers, and to improve research outcomes through a structured guidance for crafting scientific papers.

As main contribution and novelty, this paper intends to provide a canvas roadmap by identifying the main sections a scientific paper in the Business Management field must follow, and how to address specific features when writing these sections. This tool was conceived due the Business Management field needs a faster-to-address and easy-to-use tool and that summarizes main features of academic papers.

Este artículo tiene como objetivo presentar una herramienta para ayudar a la organización de la mentalidad de los estudiantes de postgrados y los investigadores de carrera temprana en el proceso de redacción de artículos científicos. El mapa canvas es propuesto y resume los pasos fundamentales y las principales características de un artículo académico en el campo de la Gestión Empresarial.

Los procedimientos metodológicos adoptados siguieron los preceptos de la investigación-acción y los grupos focales. La validación se aplicó en procedimientos longitudinales y transversales, con dos investigadores en carrera inicial y con tres grupos de estudiantes de postgrados de diferentes instituciones. Los procedimientos de validación permitieron identificar quince características principales que se estructuraron en formato canvas.

La concepción del mapa canvas, influenciada por el modelo canvas para los modelos de negocios, es una herramienta para facilitar la mentalidad de los investigadores al preparar un manuscrito. Cada una de las quince características se explora de acuerdo con los principales componentes identificados a lo largo del proceso de escritura de los manuscritos. Se abordan consejos para los investigadores tempranos y se presentan las características clave. Se sugieren lecturas adicionales de literatura académica, así como consejos prácticos para desarrollar el manuscrito.

Como principal aporte y novedad, este artículo pretende proporcionar un mapa canvas identificando las principales secciones que debe seguir un artículo científico en el campo de la Gestión Empresarial y cómo abordar las características específicas al escribir estas secciones. Esta herramienta fue concebida debido al campo de la Gestión Empresarial necesitar una herramienta más rápida de abordar y fácil de usar y que resume las principales características de los artículos académicos.

Específicamente, la propuesta del mapa canvas pretende orientar a los académicos iberoamericanos/latinoamericanos para lograr sus objetivos de publicación en revistas de primer nivel, relevantes para sus carreras académicas, y mejorar los resultados de la investigación a través de una guía estructurada para la elaboración de artículos científicos.

Este artigo tem como objetivo apresentar uma ferramenta que ajude a organizar a mentalidade de alunos de pós-graduação e pesquisadores em início de carreira no processo de redação de artigos científicos. O mapa canvas é proposto e sintetiza as etapas fundamentais e as principais características de um artigo acadêmico da área de Administração e Negócios.

Os procedimentos metodológicos adotados seguiram os preceitos da pesquisa-ação e dos grupos focais. A validação foi aplicada em procedimentos longitudinais e transversais, com dois pesquisadores em início de carreira e com três turmas de alunos de pós-graduação de instituições diferentes. Os procedimentos de validação permitiram identificar quinze características principais que foram estruturadas em formato canvas.

A concepção do mapa canvas, influenciada pelo modelo de negócios canvas, é uma ferramenta para facilitar a mentalidade dos pesquisadores na preparação de um artigo. Cada uma das quinze características é explorada de acordo com os principais componentes identificados ao longo do processo de redação dos artigos. Abordam-se dicas para pesquisadores iniciantes e apresentam-se características principais. Sugere-se leitura adicional da literatura acadêmica, bem como dicas práticas para o desenvolvimento do artigo.

Como principal contribuição e novidade, este artigo visa fornecer um mapa canvas identificando as principais seções que um artigo científico deve seguir na área de Administração e Negócios e como abordar as características específicas na redação destas seções. Essa ferramenta foi concebida devido à área de Administração e Negócios necessitar de uma ferramenta de abordagem mais rápida e fácil de usar e que sintetiza as principais características dos artigos acadêmicos.

Especificamente, a proposta do mapa canvas visa orientar os acadêmicos ibero-americanos/latino-americanos a atingirem seus objetivos de publicação em periódicos de alto nível, relevantes para suas carreiras acadêmicas, e a melhorar os resultados da pesquisa por meio de um guia estruturado para a preparação de artigos científicos.

The purpose of this study is to develop a service logic oriented framework for business model development. “Service logic” covers the basic principles of the three contemporary customer value focused business logics: service-dominant logic, service logic and customer-dominant logic.

This study is based on an empirical qualitative research and deployed the focus group method. The data are generated in a series of interactive co-creative focus group workshops involving both practitioners and academics.

As the outcome, a new tool was developed, called Service Logic Business Model Canvas. The new canvas is a modified version of the original Business Model Canvas (Osterwalder and Pigneur, 2010).

This study adopts service logic in business model thinking and increases knowledge on how to keep the customer needs in the centre of business model development.

The developed canvas makes the theory of service-dominant logic tangible and easily applicable in practice. It enables service innovation truly based on customer value by ensuring that the customer is in the centre of all the elements of a business model. It can function both as a rapid prototype of a new business model and as a communication tool that quickly illustrates the company’s current business model. It can also help in creating a customer-centred business culture. It is designed to be applied to each customer profile separately, thus enabling a deeper understanding of the customer logic of each relevant profile.

Earlier business model frameworks tend to be provider-centric and goods-dominant, and require further development and adaptation to service logic. This study adopts service logic in business model thinking. It embeds the true and deep customer understanding and customer value in each element of the business model, and contributes to both business model and service-dominant logic literature.

The purpose of this paper is to explore the efficacy of Osterwalder and Pigneur’s Business Model Canvas for 271 teams competing in a venture pitch competition during a cleantech accelerator program.

It uses competition results and data from a website used by participants to track their hypothesis construction and testing.

Teams that used the elements of customer segment, value proposition, key activities or key partnerships performed significantly better in the competition. Yet of all nine elements in the Canvas, only customer segmentation showed a significant linear bivariate correlation between the number of validated hypotheses and performance. Finally, teams that heavily used a triumvirate of elements composed of customer segmentation, value proposition and channel performed two times better than teams that barely used these elements.

The findings of this exploratory analysis imply that the components of a business model that explain and predict early success might be different than those for a more mature firm.

These results suggest that practitioners could improve early performance by narrowing their scrutiny to just the triumvirate, because the Canvas may contain components that are unhelpful for entrepreneurs as they form a business model for their nascent venture.

This paper fills a gap by empirically testing the prediction that application of the Business Model Canvas drives venture success and providing a revise definition for a business model that is more appropriate for start-up ventures.

The purpose of this paper is to investigate how entrepreneurs market their business opportunities towards business angels in the investment process. This is achieved by introducing the business model canvas as a mitigating framework to help entrepreneurs in communicating and structuring the information desired by business angels.

This paper mobilises a case study approach by following a series of investment processes and investment meetings between entrepreneurs and business angels through 27 semi-structured interviews as well as participant observation and qualitative participant feedback from 13 investment processes.

The findings illustrate how introducing a framework like the business model canvas helps alleviate the informational and communication challenges between entrepreneurs and business angels. However, some problems occurred when the entrepreneurs and the business angels did not fully agree on the value proposition of the investment opportunity.

The findings show that entrepreneurs who market their business cases to investors obtain better feedback and a higher chance of funding using the business model canvas. Implications of this paper also relate to the preparation of the entrepreneurs and that matchmakers between entrepreneurs and investors can use the business model canvas to facilitate such processes.

This paper contributes to both the theory of the investment process as well as the application of the business model canvas.

Assessing air cargo strategy from an airport's perspective is relatively novel, and it seems little attention has been paid to this research area. This chapter will address this research gap by introducing an Airport Cargo Strategy Canvas, designed to help build cargo strategies for individual airports.

The Airport Cargo Strategy Canvas can be used as a tool to analyze and improve the air cargo strategy of an airport. The first part of this chapter will explain the different components of the Airport Cargo Strategy Canvas more in detail. The horizontal axis on the canvas differentiates between exogenous and endogenous drivers of airport competitiveness. The vertical axis distinguishes between the airport product and the airport market. The canvas also considers potential disruptors and principal shareholders' objectives. The different components of the canvas allow the analyst to dig into the main features and differentiators of respective airports. The canvas might also be helpful to structure and compare the strategic components and framework of their own or competitors' cargo strategies.

In the second part, the Airport Cargo Strategy Canvas was applied to Brussels Airport to analyze its cargo strategy. The canvas showed several strengths and weaknesses, opportunities and threats in its current cargo strategy. The completed canvas will let Brussels Airport's executives explore and analyze the strategy of their main competitors and peers' strategy and help them identify potential gaps in their strategies.

Designing a top-quality research study is a complex challenge. We introduce the research design canvas as a tool to help researchers manage this complexity and create better studies. Completing a research design canvas requires researchers to a priori articulate one or more research questions, identify a gap in the literature in need of closing, select a guiding theory or theories, construct hypotheses, choose a sample, select measures, recognize boundary conditions, plot a data analysis strategy, ascertain a study’s limitations, clarify the value added of key research partners, pinpoint a target journal for potential publication, and think ahead about their backup plans in case the research process goes awry. Many studies are doomed to bad fates by poor decisions about these elements. Using the research design canvas can help researchers ensure that they have selected a valid approach to each element, reason through the interrelationships among each decision point within the canvas to ensure that there is consistency among them, and critically assess whether the design as a whole provides the basis for a new advance. By doing so, scholars may be able to improve their chances of defying the high rejection rates of leading journals.

Great uncertainty accompanies entrepreneurs’ processes of designing promising business models (BMs). Therefore, stabilising factors act as important means in this process. In this study, we examined the impact of cognitive dispositions and visual BM frameworks on the BM process and outcomes. By using partial-least-square structural equation modelling (PLS-SEM) and an experimental setting, our results show that the stabilising function of BM frameworks depends on entrepreneurs’ cognitive dispositions. This finding contributes to the cognitive BM perspective and explains how cognitive dispositions and visual framing effects act as boundary conditions for the theory of stabilising factors. This also has important implications for applying frameworks in practice.

The purpose of this study is to provide a comprehensive understanding regarding corporate turnaround. An integrated discussion regarding different corporate failure factors, conditions, symptoms followed by turnaround strategies and its results have been provided.

Authors have done a comprehensive systematic and integrated literature review study of research articles on corporate turnaround. The paper reviewed discussed different dimensions of turnaround management. The authors applied thematic reductionist categorisation with logical arguments to develop an integrated turnaround canvas (ICT).

An ICT has been developed. ICT is a holistic framework to comprehend turnaround strategy. Impact of precondition and turnaround levers on cash flow dynamics and the operational and strategic levers for successful turnaround performance of the firm has also been presented. Authors have also tabulated the entire spectrum of corporate turnaround.

This conceptual work would help researchers interested in turnaround research to anchor their study at different points in ICT canvas. This could be at the decline precondition stage, corporate failure state, turnaround levers (strategic and operational) application phase and in terms of turnaround performance.

The ICT canvas would help managers to identify the set of corporate failure preconditions which might lead their firm to decline phase. The ICT canvas would also help managers based upon the identification of decline preconditions to select an appropriate turnaround interventions required to arrest the corporate failure. Finally, the ICT canvas would help in identifying the operational and strategic levers for successful turnaround implementation and thus achieving the desired corporate performance.

This is one of the first studies to provide an integrated perspective on corporate turnaround as the developed ICT canvas consisted of identification of decline preconditions, corporate failure, turnaround levers (strategic and operational ) and turnaround performance.

A lean approach is frequently applied in the primary processes of a company, but less in after-sales service. Servitization leads to a change from pure product providers to integrated product-service systems (PSS) providers. The after-sales services may benefit from a lean approach to effectively integrate usage data of the installed product base. This paper aims to develop a lean servitization canvas to open-up possibilities for additional revenue streams for organizations in the after-sales market.

This paper develops and proposes the use of a lean servitization canvas for effective after-sales services by drawing on insights from two industrial cases where physical goods are produced and serviced. Both cases are within the train maintenance and rail infrastructure sector in Central Europe. Based primarily on a literature review, a lean servitization canvas has been developed and further validated in the case studies.

The paper shows how value can be achieved for providers of integrated PSS by adopting the lean servitization canvas.

The research focuses on industrial services for high-capital goods in the rail and infrastructure sectors. This can be seen as a limitation of the research, as the lean servitization canvas has not yet been tested in other sectors.

For companies, the use of a lean approach to servitization integrates primary processes and after-sales services and offers new opportunities to develop business.

This paper provides insights into how the current product range and customer base of a company may be included in an after-sales business model that benefits from a lean approach.

This study investigates the sustainability models of non-profit and hybrid organizations, which aim to balance economic, social and environmental objectives. The research introduces the Sustainability Model Canvas to analyze these organizations and identify common patterns, unique characteristics and managerial insights to balance the triple bottom line.

The research utilizes the Sustainability Model Canvas to examine the sustainability models of 200 non-profit and hybrid organizations. Data were collected from secondary sources, including articles, reports and websites. The analysis was conducted using the activity system theoretical framework, which helped to identify design elements and themes within the business models of the studied organizations.

The study reveals four primary sustainability model patterns: donated income, earned income, public income and auto-generated income. An additional mixed approach pattern is identified, combining elements from the four primary patterns. The research highlights the parallels between these sustainability models and multi-sided platform business models, offering managerial suggestions for leveraging these patterns to achieve sustainability.

The study is based on secondary data, which may limit the depth of insights compared to primary data collection. At the same time, the chance to consider hybrid organization through multi-sided platform lenses provides relevant contributions to both the literature streams.

The identified sustainability model patterns and managerial suggestions can serve as blueprints for non-profit and hybrid organizations aiming to design or innovate their sustainability models. The Sustainability Model Canvas offers a practical tool for organizations to visualize and balance their triple bottom line objectives.

The research underscores the importance of integrating social and environmental considerations into business models, promoting a holistic approach to sustainability that can lead to broader social and environmental benefits.

This research contributes to the business model literature by extending the focus beyond traditional profit-oriented organizations to include non-profit and hybrid organizations. The introduction of the Sustainability Model Canvas provides a new tool for designing and analyzing sustainability-oriented business models. The study also suggests considering sustainability models as multi-sided platforms, offering new insights for both academic and practical applications.