Piloting business model innovation in the DLSU Center for Business Research and Development: General and specific action research cycles

• Main Author: Aure, Patrick Adriel H.
• Format: text
• Language: English
• Published: Animo Repository 2016
• Subjects: Innovation relay centers > Management > Philippines; Research institutes > Philippines; Action research; DLSU Center for Business Research and Development
• Online Access: https://animorepository.dlsu.edu.ph/etd_masteral/5425
• Institution: De La Salle University

Purpose. The purpose of this paper is to showcase how business model innovation was piloted and implemented in the DLSU Center for Business Research and Development through the use of an insider action research methodology, adherent to the standards of Coghlan and Brannick (2014) Design. This study utilizes the insider action research methodology espoused by Coghlan and Brannick (2014). Undergoing what I frame as general and specific action research cycles, I use various data gathering, reflective, and other encouraged action research tools (first, second, and third-person skill frameworks described further in the paper) so that the perspectives of key collaborators are documented, as well as the intended business model changes for the organization. Findings. By utilizing the analytic models of Anjum and Mumford (2010) and Zachariadis et al. (2013), I developed a critical realist theory on how a traditional business model of an academic research center can be transformed into a platform-based business model anchored on facilitating exchanges between key stakeholders and forming sub-units that empower faculty to do research. Value. This study contributes scholarly and practical value for organizations that, despite limited financial and human resources, aspire for scalability and long-term viability. The platform-based business model proposed in this paper is novel, and can be tested by other research centers within and outside the university. Research limitations. This research is narrowed within the context of the DLSU Center for Business Research and Development. Although I proposed my own theory, I am not claiming that my models can be readily applied to organizations similar to DLSU CBRD.