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In recent decades, the world of beer brewing has undergone a remarkable and unprecedented transformation, witnessing the emergence of a myriad of new breweries, particularly micro- and craft breweries (e.g., Jackson, 1998; Wülfing, 2014). This innovative trend extends beyond the boundaries of existing brewing companies and includes a diverse spectrum of start-ups that meet the new demands of consumers also related to the experience economy and pleasure economy (e.g., Boswijk, 2017; Garavaglia, 2018; Cabras, 2023). At the same time, there has been a trend for providing new beer types and flavours, rooted in old traditions combined with new knowledge, research, development of new species and varieties, and access to adapted process equipment (Oliver, 2011; Wülfing, 2014; Alworth, 2021). This article illuminates and explores the interplay between traditional beer styles and their place in a contemporary era at the time of creation based on the possibilities that existed. This interplay is combined into a contemporary description of the Nordic IPA as a fusion of Nordic tradition (Glamann, 2005; Andersen, 2014; Garshol 2020), Nordic crops (Juul, 2016; Bjørn, 2917; Caruse, 2020) with ingredients, processes, and raw materials (Skaarup, 2018; Laitinen, 2019). In summary, the defined Nordic IPA beer style is a testament to the creativity and innovation of the enduring heritage of Nordic cuisine (Juul, 2006; Neumann, 2018) and Nordic brewing tradition, intertwining centuries-old techniques with farmhouse brewing as an almost forgotten style (Phil, 2004; Mallett, 2014), related to contemporary craft- and microbreweries. This article highlights the historical, cultural, technological, and sensory dimensions of this defined beer style, compared to other Danish and Nordic beers to demonstrate Nordic IPA as an innovative creation, and arranged in our developed periodic beer system of 139 unique beer styles from the world. [ABSTRACT FROM AUTHOR]

This paper argues that manufacturing start-ups are shaped by the competencies of the founder(s) more than discovered needs in the market. Current tailwinds of entrepreneurship suggest focusing on value proposition opportunities as the main prerequisite for a successful endeavour. Contrasting this, our analysis of the largest Danish manufacturing companies and their inventive steps for growth shows that these companies were most dominantly shaped by the founder's competencies. These competencies were blended with opportunities in society or other opportunities which was the basis for the creation of the enterprise. Thus, and maybe even more important, our analysis also shows that it is almost always the second (or third) blend that led to the growth of the companies. Findings are based on scrutinizing the start-up trails of 32 Danish manufacturing companies selected from the 100 largest companies in Denmark. The companies were analysed from an innovation perspective to describe the beginning, growth and as it only cover existing companies survival. Despite the fact that all companies in the analysis have a considerable age/size, we will argue that the learning from their creation and development contributes with a valuable and somewhat contradictory supplement to the contemporary dominant opportunity-focused understanding of the emergence of start-up then looking at science-/technology-based (often originated from universities), and deeply rooted experience-based entrepreneurship. Thus, we conclude based on the analysis, that competencies were the driving force in shaping the start-ups and that growing the companies most often required more blends with the involvement of more important aspects such as blind-spot in the vertical chain. [ABSTRACT FROM AUTHOR]

Existing business model frameworks are too marketing/customer biased and this bias potentially removes a large potential for new business creation for existing organisations - especially in the public sector, in public-private partnerships and in specialized industries, where the end-user is not the necessarily the same entity as the paying customer. As consequence, we present an operational method for how to create and construct an outline for new business models, which goes beyond the biased marketing perspective. The study hereby presents the Vertical Innovation Process (VIP) framework which moves the innovation management literature further, since new areas of inquiry are introduced to business modelling. Finally, a case study is presented to demonstrate how the VIP framework is utilized in practice to inspire innovation management practices. [ABSTRACT FROM AUTHOR]