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Learning Resource Centre Monthly Bulletin |
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Learning Resource Centre Monthly Bulletin |
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| New Books |
 Ebook: BD477 Design Thinking Basics : An Introduction to the DT By Rafal Czarny;Agnieszka Chrząszcz;Michal Eromin |  Ebook: BD478 Open Design Systems By Rogier Wolfert |  Ebook: BD479 The Business Model Cycle : A Dynamic and User-cent By von Berg, Sophia |
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| Articles |
| iDesignGPT enhances conceptual design via large language model agentic workflows By Liu, Songkai; Shen, Yanqing; Zhang, Yilun; Hou, Zhangli; Wang, Xin ; et al. Nature Communications; London Vol. 17, Iss. 1, (2026): 1997. DOI:10.1038/s41467-026-68672-1 Abstract :Conceptual engineering system design faces challenges from traditional methods and emerging AI tools to fully address its inherently complex, dynamic, and creativity-driven demands. iDesignGPT is a framework that integrates large language models with established design methodologies to enable dynamic multi-agent collaboration for problem refinement, information gathering, design space exploration, and evaluation. By incorporating design metrics such as coverage, diversity, and novelty, iDesignGPT provides quantitative insights for early-stage conceptual design. Performance evaluations across six public design challenges show that iDesignGPT achieves competitive novelty and consistently higher originality and modularity than GPT-4o zero-shot, GPT-4o chain-of-thought and Deepseek-r1, based on metrics and expert assessments. Two controlled user studies show positive reception across profiles and, for novice designers, lower mental demand than human-only design and clearer design flow with iDesignGPT. These results establish iDesignGPT as a practical framework for integrating language-model agents with established engineering design methods, enabling metrics-driven support for conceptual design by both expert and novice designers. | |||
| Sustainable business model designs toward 6G era By Yrjölä, Seppo; Matinmikko-Blue, Marja; Chowdhury, Tanmoy. EURASIP Journal on Wireless Communications and Networking; New York Vol. 2026, Iss. 1, (Dec 2026): 55. DOI:10.1186/s13638-026-02600-1 Abstract :This research investigates the diverse range of sustainability-focused business model designs within the current mobile communication ecosystem toward 6G era. The anticipated general-purpose 6G technology platform, characterized by its open architecture and interfaces, holds the potential to foster a vibrant developer community dedicated to innovating services, applications, and business models for enhancing network value and benefiting from innovations in a sustainable manner. The study analyzed sustainability-related documents from key stakeholders in the mobile communications ecosystem from business model viewpoint. The reviewed materials comprised environmental, social and governance (ESG) compliance reports, sustainability and corporate social responsibility (CSR) disclosures, as well as technical white papers and policy briefs addressing 6G conceptual frameworks and the sustainable development of products, services, and applications. The sustainable business model (SBM) pattern taxonomy analysis classified sustainable business models into eleven categories and thirty-eight design patterns, supporting sustainability-oriented 6G business model innovation across the environmental, social, and economic sustainability pillars. These sustainable business model design patterns were further characterized based on their value perspectives. The findings indicate that currently mobile communications ecosystem actors have primarily adopted environmental-economic business models and value maintaining functions, emphasizing ecodesign and circular economy patterns in sustainable development. Mechanisms for sharing social value are still rare and in their formative phase. The outcomes of this study establish a basis for designing innovative sustainability-oriented business models for 6G and offer a framework for conducting more integrated sustainability assessments within the 6G ecosystem. The findings of this research may inform the development of innovative, sustainability-oriented business models and enhance the articulation of sustainable value propositions to relevant stakeholders. | |||
| Organisational culture, business model design and performance: Does ambidexterity play a role? By Gerdoçi, Blendi; Cucculelli, Marco; Lena, Daniela. Entrepreneurial Business and Economics Review; Krakow Vol. 14, Iss. 1, (2026): 91-111. DOI:10.15678/EBER.2026.140106 Abstract :Objective: The article aims to explore the relationships between cultural and innovation ambidexterity and novel business model design (NBMD) and trace their influence on business performance in the context of transition economies. Research Design & Methods: We adopted a cross-sectional survey design using data collected in 2019 from 175 managers and owners of Albanian firms across nine knowledge-intensive sectors. We employed structured questionnaires with validated multi-item Likert scales to measure constructs like ambidexterity, NBMD, and performance, followed by rigorous validity and reliability checks (CFA). The analysis used covariance-based structural equation modelling (SEM) with bootstrapping to test hypothesised relationships and assess indirect effects. Findings: Our study demonstrates that new business model design can capture the value created by organisational culture and innovation ambidexterity. More specifically, we found a chain relationship between ambidextrous organisational culture, innovation ambidexterity, novel business models, and business performance. These results support the view that, as a dynamic capability, ambidexterity affects performance indirectly through NBMD, while the performance outcomes of cultural ambidexterity are mediated by factors such as innovation ambidexterity and NBMD. Implications & Recommendations: We identified NBMD as a design theme aligned with contextual ambidexterity that can capture the value-creation potential of this form of innovation ambidexterity. Managers should consider adopting an NBMD when pursuing innovation ambidexterity, while government and development agencies should consider providing grants to start-ups experimenting with novel business models. Contribution & Value Added: This study represents one of the few attempts to investigate the relationships between organisational culture, capabilities and business models, contributing to the literature that focuses on identifying business models that can support paradoxical strategies, including ambidexterity. | |||
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| News |
| India`s BRICS Chairship puts innovation and digital cooperation at centre stage By Times of India; 2nd September 2026 |
| SOLIZE PARTNERS India Inaugurates AI Innovation Lab in Bengaluru By The Wire; 2nd September 2026 |
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