RESUMEN
Purpose: This research proposes an adapted version of Business Model Canvas (BMC) as a potential strategic tool for the design of the business model of Higher Education Institutions (HEIs). In the context of fifth-generation universities, the University-Model Canvas (Unicanvas) offers a solution to some limitations of traditional strategic tools. Unicanvas aims to be a critical visual and dynamic tool to address the new challenges faced by universities such as internationalization, digitalization, sustainability, and corporate social responsibility. Research methods/Approach: We adapt the strategic building blocks, in which some of the BMC blocks have been renamed and an achievement block has been added. We reflect theoretically on the peculiarities of each block in the context of universities to explain the versatility of the tool for designing university business models tailored to different value propositions and for various beneficiaries. Findings and implications: Unicanvas offers universities the flexibility and dynamism to adapt their different business models to various forms of value creation that arise from their growing number of beneficiaries, missions, and the new trends and challenges they face.. We conclude that using this participatory,, dynamic, intuitive, and flexible strategic tool will facilitate the holistic design of the business model of these institutions.
RESUMEN
This study aims to find out which variables predict the internationalization type of academic spin-offs. This topic has not yet received any attention in academic spin-offs' internationalization literature. We use a sample of Spanish spin-offs, with four dependent variables reflecting internationalization types and a large selection of independent variables reflecting various domains considered in the extant literature. Logistic regression is applied to outline marginal effects and prediction accuracies. The results show that academic spin-offs which are oriented towards international markets from the beginning of their activities and constantly pursue new international opportunities are more likely to internationalize fast and remain international for a longer time period than other firms. Being the first to introduce product or process innovations and co-operating with international government institutions, competitors, customers, and/or suppliers is also relatively useful for such internationalizers. The study also demonstrates that predicting if an academic spin-off will become a less active internationalizer results in a higher accuracy than forecasting if it will become a born global. Moreover, predicting if a firm will internationalize later results in a higher accuracy than forecasting if this will happen during the first three years since the spin-off's foundation.