INFORMATIONAL ENTREPRENEURSHIP: CHALLENGES AND PERSPECTIVES IN ARCHIVES AND LIBRARIES THROUGH THE LENS OF THE CANVAS MODEL

Abstract

The topic of informational entrepreneurship is closely related to the various transformations affecting the organizational world and, consequently, information services. In this context, this article addresses the following research question: How can archives and libraries engage in entrepreneurial practices using the Business Model Canvas (BMC), a strategic tool widely used in business administration for designing business models? A relevant gap in the literature is identified: the scarcity of studies that systematically and practically explore the use of the BMC in information institutions. Adopting business models such as the Business Model Canvas provides these institutions with a visual and strategic instrument that allows entrepreneurs and their teams to understand, in an integrated way, what is done, why it is done, how, when, where, and for whom value is delivered, aligning operations and strategy. The main objective of this study is to propose a framework adapted from the BMC, aimed at promoting entrepreneurship in archives and libraries, with a focus on strategic management and innovation. To this end, the study establishes the following specific objectives: (i) to understand the fundamentals of the BMC and its applicability in public and cultural institutions; (ii) to identify entrepreneurial elements and practices compatible with archival and library contexts; (iii) to adapt the nine Canvas blocks to the reality of these institutions, respecting their social and educational missions; and (iv) to conceptually validate the proposed framework based on specialized literature and documented examples. The primary gap this article aims to fill is the lack of studies that systematically explore the application of the Canvas model within the specific context of archives and libraries. To address this, an exploratory-descriptive research was conducted, analyzing the intersections between entrepreneurship and information institutions, as well as the application of the Canvas model in organizational environments. The proposed framework was validated through a conceptually grounded analysis, based on the cross-referencing of the original model's categories with the specific characteristics of archival and library institutions. This validation considered three dimensions: (1) theoretical alignment, examining whether the adapted Canvas blocks coherently reflect principles such as records management, information mediation, memory access, and public service; (2) internal coherence among the blocks, analyzing their interrelations; and (3) compatibility with the institutional missions and functions of archives and libraries. By comparing the structure of the Business Model Canvas with the operational profiles of archival and library services, the nine key blocks — Customer Segments, Value Proposition, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure — were identified and conceptually validated, adapted to the informational context. Based on the outlined objectives and in response to the research question, the study concludes that the Canvas model can be effectively adapted to the context of archives and libraries, provided that the specific characteristics and demands of each institutional environment are taken into account. As a result, a final framework is presented, tailored to these realities, offering a theoretical and practical contribution to entrepreneurial management in information units.

Keywords: Information Entrepreneurship. Libraries. Archives. Canvas Model