This research examines the interaction and alignment between product features, quality and production capabilities (i.e. productization) and market needs, revenue strategies and business processes (i.e. business models) during the research-to-commercialization journey.
A qualitative research design was employed. A conceptual framework developed through a literature review describing the interplay between productization and business model was tested using a deductive single-case study of a water testbed initiative. This resulted in a refined and more comprehensive framework.
The findings from the longitudinal testbed case highlight a significant interplay between productization and business models. Aligning these two domains helps to balance the commercial and technical dimensions of an offering, ultimately improving both operational and business performance.
The framework introduces four pillars: value proposition, value creation and capture, value delivery and value regeneration, each with specific interplay factors. These offer a systematic lens for managers to assess and refine their productization strategies and business models in innovation contexts.
This study contributes by conceptualizing and empirically substantiating the interplay between productization and business models as a governance mechanism across the research-to-commercialization journey. It illustrates how their co-evolution connects technical execution with commercial viability, thereby offering a fresh perspective for innovation management.
