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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.

Industry 4.0 is driving an incremental shift in paradigms for the construction industry. Current research in the built environment is limited to exploring the exponential technological prowess of Industry 4.0 with very little work on its implications to the construction business model, strategy and competitive advantage. There arises a challenge for researchers to understand how appropriate technologies can be assembled to assist in achieving the goals of construction businesses. The overarching aim of this research is to develop a construction Business Model Transformation Canvas (BMTC) to map the transformation of construction enterprises in Industry 4.0.

The research was carried out by conducting an expert forum with academics from nine universities across Australia and New Zealand. The study employed purposive sampling, and the academics were selected in a strategic manner in order to provide data that are relevant to the research.

The research identifies that technology-based partnerships supporting strategy and capability building, platforms enabling enterprises to conceive, design, manufacture and assemble buildings and competition with stakeholders having superior capabilities not in building but in other areas of business are fundamental to Industry 4.0 transformation.

The results present state-of-the-art development of business model research in construction that intends to support the strategic planning of construction enterprises in Industry 4.0. This research is the first and only research that uses a business model canvas (BMC) for strategy-reformulation in incumbent construction enterprises to maintain a competitive advantage in Industry 4.0. Merits of the construction BMTC lie in its holistic approach, visual representation and simplicity.

The purpose of this paper to address the challenges on “what should the management plan for organization development (OD) toward becoming an innovative organization?”

This study applies the concept of innovation management, maturity model and roadmapping. The confirmatory factor analysis and the multi-criteria decision analysis are applied as the methodologies to evaluate the relative importance of each influencing factor and to assess the areas needed for improvement, respectively. A case example is also included to demonstrate how the proposed approach can be applied.

Comparing the assessment result and the strategic target defined by the management, the gaps can be diagnosed and then a roadmap guiding OD can be proposed based on a firm’s strategy for improvement.

This study proposes the approach and assessment model. Different companies always have their unique focus, so the management team have to modify the assessment model by following the proposed approach. Future research should be conducted to assess the effectiveness of each activity in increasing the level of innovativeness.

Ineffective development could result from setting a strategic direction and resource allocation based on the intuitive decisions of the management team. Therefore, it would be much better if the management team can systematically assess the current status and diagnose the areas needed for improvement to set an appropriate strategic direction.

The analytical approach to develop a strategic roadmap guiding a firm to become an innovative organization has not been presented in the existing literature.

Delee founders aimed to change the way cancer radically was detected, monitored, and treated. They created CytoCatch™, a highly sensitive automated benchtop device for the rapid isolation and analysis of circulating tumor cells from blood samples to make this possible. Strategic alliances with Stanford University, Tecnologico de Monterrey, and UANL strengthened this innovative company’s purpose. Nevertheless, some questions arose when selecting a suitable business strategy to accomplish Delee’s vision. Liza Velarde, Delee’s CEO, was preparing the agenda for the company’s 2025 planning in November 2020. The journey has been challenging, and Liza Velarde faced critical decision-making milestones. What could be the most promising customer segment for her technology? What business model may work better for such a market? How can Delee reduce the time-to-market for their technology? Furthermore, how can Delee fund their development for the following years until FDA approves?

With the application of this case, the teacher aspires that students understand the following crucial insights: to understand the impact of a business model strategy, identify different possible business models, and explore options; in this sense, intellectual property can offer options to the strategy; to identify and analyze the gender gap in entrepreneurship and its strategic implications; and to identify the relevance of reducing the time to market for a technological product.

Gender inclusiveness in entrepreneurship.

Undergraduate and graduate-level.

Teaching notes are available for educators only.

CCS 3: Entrepreneurship.

More and more enterprises have realized the importance of business model innovation. However, the model tools for it are still scarce. There is a clear research gap in this academic field. Therefore, the aim of this study is to put forward a visual business model innovation model.

The scientific literature clustering paradigm of grounded theory is used to design business model innovation theory model (BMITM). BMITM and the business model innovation options traced back from 870 labels in the grounded process are integrated into a unified framework to build the business model innovation canvas (BMIC).

BMIC composed of three levels and seven modules is successfully developed. 145 business model innovation options are designed in BMIC. How to use BMIC is explained in detail. Through the analysis of innovation hotspots, the potential business model innovation directions can be found. A new business model of clothing enterprises using 3D printing is innovated with BMIC as an example.

Compared with the previous tools, BMIC owns a clearer business model innovation framework and provides a problem-oriented business model innovation process and mechanism.

BMIC provides a systematic business model innovation solution set and roadmap for business model innovation practitioners.

BMIC, a new tool for business model innovation is put forward for the first time. “Mass Selection Customization-Centralized Manufacturing” designed with BMIC for the clothing enterprises using 3D printing is put forward for the first time.

The purpose of this study is to identify the elements of the product-service system (PSS) business model of a Brazilian company that has been running it for almost 50 years. It describes the PSS business model and gives special attention to the financial aspects of PSS implementation and to contingent factors of this emerging country.

The research is based on a single case study. Data have been collected through interviews and document analysis. Results and implications are obtained using Canvas framework to structure information and comparison between theory and practice.

Results described in this paper show that the PSS design and implementation can be strongly influenced by financial and contingent factors. This case indicates that the implementation of PSS business models can follow diverse paths and configurations to fit with companies’ organizational features, local regulations and economic factors, including mixed transactional models and less demanding financial assessments.

This paper provides a roadmap of lessons learned from a multinational manufacturer that has been following the PSS business model for almost 50 years. This paper offers key insights concerning financial aspects and contingency factors that might influence servitization adoption.

The purpose of this paper is to analyze the business model of techno parks (TPs) in Turkey and shed light on the value co-creation in TPs in the light of the service perspective and stakeholder theory.

In this conceptual paper, a generic business model canvas for Turkish TPs has been elicited based on an in-depth review of the literature. Then, the functioning of the model and the nature of value co-creation have been viewed through the lenses of service perspective and stakeholder theory, and then the relationships and flows between the components of the business model have been visualized with a dynamic model.

The institutional environment leads Turkish TPs to have similar business models with functional differences. The value is co-created by stakeholders in TPs and value co-creation depends on the skills, competencies and cooperative efforts of all actors involved in the functioning of the business model.

This paper provides insight for TP management companies to improve their business models, for policymakers to refine institutional framework to enable effective functioning of TPs and for stakeholders to understand their role in value co-creation.

This paper provides a dynamic framework and a model for understanding business models of TPs and the value co-creation process, which is an understudied area, especially in a developing country context. It also extends the business model and value co-creation literature in the context of TPs by integrating multiple theoretical perspectives.

This paper aims to propose an integrated methodology for evaluating academic spin-offs (ASOs) for supporting both the development phase and performance evaluation. The ASOs have peculiar characteristics compared to other start-up companies and the debate on their evaluation is still open.

The proposed methodology, adopting a lean approach, faces the typical problems that characterize the growth of an ASO: the excessive attention to the technological aspects with respect to the commercial and managerial ones; and the need for evaluation systems that try to evaluate all risk areas and to highlight any misalignment. The methodology was built also starting from the results of an Erasmus + research project, co-funded by the European Commission, called spin-off lean acceleration.

The methodology proposes to monitor the main risk areas (market, technological, implementation, governance and financial). For each of these areas, at first, a framework and a checklist are proposed for supporting the qualitative assessment of the potential of each areas. In the second part, a set of metrics for monitoring the performances and to understand if the spinoff is developing in the right direction is proposed. Moreover, the methodology was applied to the spin-offs at the University of Calabria (Italy), and the paper reports the first results obtained.

A new canvas model (lean acceleration canvas), more specific and suited to the context of ASOs, was developed and tested. A lean approach has been adopted also for understanding the weakness of traditional methods. The proposed methodology could be used by the technology transfer offices in their institutional activity of supporting ASOs.

Marketing strategy, strategic innovation.

Strategic brand management or marketing strategy courses at MBA level.

It seemed likely that a company with the highest number of product variants would consider product innovation to be its key source of sustenance in a crowded marketplace. Especially so, when the local and global competition was hotting up to a new launch every week. In the case of Micromax, a mobile handset maker from India tried to drive home the point that sustainability in emerging markets did not lie in inventing a new technology like Apple or Nokia or Sony did, albeit accompanied with a premium price tag. For the emerging markets, it was important to optimize the offering for the consumers. Strategic optimization could result from bridging the gaps in performance, infrastructure and organization design, which came naturally to this marketing-savvy mobile maker. Any company could make a cost-effective phone, but few could position, brand and sell it the way Micromax did. Shubhodip Pal, Head of Marketing at Micromax Informatics Pvt Ltd, India, pondered the marketing strategy which could pave the way into maintaining the company's national leadership position while creating a roadmap for its global foray. For Micromax, marketing strategy innovation, and not product innovation, would fulfil the goal of long-term growth in India and overseas markets.

The students studying this case are expected to learn: marketing strategy in emerging markets such as India, marketing strategy as the critical success factor for upcoming Indian companies rather than product innovation and doing business in emerging markets.

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This study aims to examine the influence of absorptive capacity and learning motivation in the process of knowledge acquisition in students of higher education institutions and subsequently evaluate its effect on the transfer of knowledge in the companies where students work, and the possible moderating effect of students’ social skills and the level of work autonomy.

The research design is non-experimental, cross-sectional correlational-causal, with a quantitative approach and the data collected are from primary sources. The variables autonomy and social skills are used on the perceptions of students in continuing education in programs related to third- or fourth-level business and administration careers in universities in Ecuador.

With the results obtained, it can be concluded that knowledge absorption capacity and learning motivation, as reflective constructs, have a significant effect on knowledge acquisition, and knowledge acquisition has a significant effect on transfer of knowledge, in part-time students, of the administrative area, studying in higher education institutions in Ecuador and working full time.

This study identifies the significant relationship between the variables of job autonomy and social skills and between the acquisition and transfer of knowledge. In addition, it is evident that the variables of job autonomy and social skills are significantly related.