DOES COMMERCIALISATION OF R&D INFLUENCE BUSINESS MODEL MATURITY?

The purpose of this paper is to create and test the practical application of the business model maturity assessment solution based on the entrepreneur's perception of development of individual elements that influence the process of generating customer value and benefitting from this value. The concept development was based on the business model canvas (sterwalder and Pigneur, 2010) and tested through DELab UW (Digital Economy Lab at the University of Warsaw) on a sample of 46 respondents, which consisted of two categories of businesses: those using R&D processes and those who did not perform any R&D activities. To grow and build competitive advantage, companies need broad-based innovation, not only in respect of products and technologies, but also in terms of their strategies and business models (Christensen, 2010; McGrath, 2012; Orlowski, 2013; Casadesus-Masanell, Zhu, 2013). A business model embodies the organisational and financial architecture of a business and mediates between technological innovation and the creation of economic value (Chesbrough and Rosenbloom, 2002). For companies using the outcomes of R&D processes in their business, commercialisation is the basis for developing a business model. Therefore, it seems important to analyse the effect of R&D commercialisation on the development of business model elements. To determine differences in the business model maturity between the R&D and Non-R&D groups of enterprises with the use of ANOVA test, the authors designed a Business Model Maturity Indicator. Furthermore, we tested a hypothesis, that the diversity of business model maturity depends on the use of R&D in business operations.