A Dutch healthcare organisation modernizes its real estate portfolio to meet today’s requirements and acquired an office building for conversion into a nursing home for elderly with dementia. The purpose of the research has been to study the design principles for elderly with dementia, for innovative and smart application in work processes and the acquired building.Methods – Using multiple-method qualitative research design, bachelor thesis students of a university of applied sciences explored the reconstruction of the acquired building and related healthcare processes. Results – Application of design principles for the elderly with dementia were studied, among which were interior design, catering process, and connection with the neighbourhood. Feasible interior ideas were elaborated, intentions for change in the catering process were confirmed by stakeholders, and an action plan for neighbourhood connections was delivered. Elements are being used for a final design. Implementation has to be checked with close scrutiny.Originality – The application of design principles for elderly with dementia (design, favourable state, beautiful moments) together with changes in work processes of health care employees aiming at patient-centred care is a new combination. Practical or social implications – When a healthcare organisation chooses a new care concept, not only the surroundings change. Also, the processes around people and the way we take care of them change. In many ways a new concept can only succeed when the employees and the way they work change as well.
MULTIFILE
Stakeholders and in particular customers are an important source for business model innovation. Especially for sustainable business models, stakeholder integration may radically change the business logic and help to revise the business model. In this process cognition plays a central role, challenging basic assumptions and changing the dominant logic. In this paper we explore how interactions with the network contribute to making a cognitive shift in development of a sustainable business model. We build on three cases and closely look at the commercialisation stage in which a change of cognition and redesign of the business model take place. Our findings show that network interaction changes the dominant logic in business model innovation in two ways: by triggering a cognitive shift and by contributing to business model redesign. Our main contribution is the conceptualization of three interrelated shaping processes: market approach shaping, product/service offering shaping and credibility shaping. They provide a fine-grained perspective on value creation through collaborative networks and add to the business model literature by providing a framework to study the role of networks and cognition in business model innovation. For practitioners the shaping processes may support business model redesign and building relationships to advance commercialisation of sustainability-oriented innovations.