The business model canvas (BMC) is broadly used in entrepreneurship education as a trusted, practical tool for mapping out a company’s business model. Although the BMC helps students to obtain a quick overview of business operations, in practice, entrepreneurs need to adapt and change their business operations constantly in order to grow and remain viable. These changes in a business model are represented by business model innovation (BMI), but frameworks that capture changes in operations are not well developed. Hence, there is a need to present the dynamics of business model innovation through a dynamic business model framework. In this paper, we followed the experiential learning approach and focused on teaching BMI through applying and analyzing BMI in real start-up cases. We applied a two-phase research design by first asking students to apply and analyze the BMI of real start-ups using both the current business model canvas and the proposed dynamic business model framework. Following their analyses, master’s students were administered a survey to assess the benefits of the proposed dynamic business model framework. The results show that the current business model canvas has limitations in capturing the dynamics of BMI, which can be addressed by our proposed dynamic business model framework. The proposed framework can improve students’ level of understanding of BMI and, in particular, its dynamic nature.

At TU Delft, we are not just educating engineers; we are shaping the future of engineering and engineering education. We are empowering our students to become the kind of leaders who can navigate complexity, embrace change, and build a better world, also under VUCA conditions. In this manifesto, we develop a line of reasoning to rethink our education, moving away from ‘professional problem solvers’ to ‘individuals who care for our collective future from an engineering background.’
We believe that TU Delft has a unique opportunity to lead the way in reimagining engineering education for the VUCA world. By embracing the principles outlined in this manifesto, we can empower our students to become the future-proof engineers that our society needs. We invite all members of the TU Delft community – faculty, students, and staff – to join us on this exciting journey.

Business model innovation and Business Model Canvas, as well-known business model architectures, have gradually become an essential topic in entrepreneurship education. The application of Business Model Canvas is considered an effective and reliable unit of analysis to measure companies business operations and performance. It helps students to first analyze the Business Model Canvas of an existing business and then create their own business idea. Although the Business Model Canvas helps students to get a quick view on the business operations through the creation, delivery and capture of value, in practice, entrepreneurs need to adapt and change their business operations constantly in order to grow and remain viable. Considering the need to capture the business dynamics in business model framework, the aim of this paper is to propose a dynamic business model framework as an alternative tool. Engineering students at Delft University of Technology were asked to critically assess the limitations of the existing business model canvas, and then students gave input and assessed an alternative dynamic business model. The results show that the current Business Model Canvas cannot capture the business model innovation of companies and the proposed framework improves student's understanding of business model innovation and in particular their dynamic nature.

It is important for companies to be able to make their business models dynamic. This enables them to adapt to changing circumstances and remain viable. The aim of this paper is to combine insights from the literature on business models and business model dynamics into a comprehensive dynamic business model framework. The framework that is developed in this paper takes into account various origins of changes in business models (internal or external to the company) and various types of changes in business models (primary or secondary changes and forced changes or strategic choices) and also includes the issue of business model consistency. In order to combine different origins and different types of business model change into one dynamic business model framework, some simplifications of reality were needed. The framework is described in text and shown in a comprehensive picture. The application of the framework to two cases of renewable energy companies in Indonesia shows that the framework is able to capture business model dynamics in a simplified and comprehensive way and that it allows for case study comparison. In a thorough discussion, it is shown how the framework can be adapted to make it better able to represent more complex dynamics.

Academic spin-off facilitators support high-tech academic spin-offs and help them to navigate various barriers and critical junctures during their growth stages. In this article we draw on stage-gate models, the path-dependency, and resource based view to identify start-ups' resource needs as perceived by both facilitators and by entrepreneurs. Using qualitative data based on in-depth interviews with 18 academic spin-off facilitators and nine spin-off founders, from three technical universities in the Netherlands, we explore the critical junctures and key support activities. The results show that founders appreciate milestones and direct interface regarding business support, business plan development, and legal support during the early growth stages. In all stages, in particular during the later stages, founders appreciate different type of network support (e.g., start-up network and industry) and when facilitators act as intermediaries to guide them in the network. This helps spin-offs to gain credibility and reach out to the market. This article adds to current research on academic facilitators and in particular incubators by providing a more comprehensive explanation for the low usage of the incubator's resources. By matching key resources and support activities that can navigate particular critical junctures, we try to promote the successful transition from one stage to the other. Our findings offer significant implications, both theoretical and practical, for academic entrepreneurship literature.

Business model dynamics is important, because high-tech companies, the technology that they commercialize, and the market in which they operate all change over time. We build on the dynamic capability view of the firm to explain business model evolution and innovation, looking particularly at the dynamics that are created by interactions between business model components over time. We use the following four criteria to assess the degree of dynamics in business model frameworks: completeness of business model aspects, interrelationships between aspects, interrelationships over time, and framework changes over time and across contexts. Business model completeness involves internal company aspects and external environmental aspects. Interrelationships of business model aspects are required to assess business model coherence, which is an important indicator of business model quality. Interrelationships between the environment and business model aspects are required to assess the fit of a particular business model in its context. Interrelationships of these aspects over time are needed to understand business model evolution. Finally, business model frameworks need to be adapted over time and across contexts to keep frameworks simple and useful yet complete. Our analysis shows that current business model frameworks do not meet all four criteria, and thus only partly incorporate dynamics.