Home / Current Issue / Paper 1716407
Reimagining Architectural Practice as an Entrepreneurial Venture: Beyond Design Thinking for Profitability and Relevance in Emerging Economies.
Subject area: Science,Engineering and Technology · Area of research: Architecture
DOI: 10.64388/IREV9I10-1716407
Abstract
This study investigates the reconceptualization of architectural practice in emerging economies from a predominantly design-centered discipline into an entrepreneurial venture capable of achieving sustained profitability and market relevance. While design thinking remains central to architectural innovation, it inadequately addresses critical business dimensions such as strategic positioning, revenue diversification, and financial sustainability. Adopting a survey-based empirical research design, data were collected from 176 practicing architects in Nigeria using a structured questionnaire to examine the relationships between entrepreneurial orientation, business model innovation, and firm performance. The findings indicate that architectural firms demonstrating strong entrepreneurial orientation, particularly in innovativeness and proactive market engagement, are significantly more likely to adopt innovative business models. These models, including service diversification, strategic partnerships, and technology-driven delivery systems, are shown to have a positive and significant impact on firm performance, especially in terms of revenue growth, client acquisition, and competitive positioning. Furthermore, regression analysis reveals that entrepreneurial orientation indirectly enhances profitability through its strong influence on business model innovation. The study concludes that the sustainability and competitiveness of architectural practice in emerging economies depend on the integration of entrepreneurial strategies and innovative business frameworks beyond traditional design service models, thereby positioning architects as strategic actors within the broader built environment value chain.
Keywords
Architectural Entrepreneurship, Entrepreneurial Orientation, Business Model Innovation, Strategic Management, Professional Practice Transformation
References
[1] Bayus, B. L. (2025). Architectural marketing capabilities as a catalyst for enhancing entrepreneurial orientation. International Journal of Research and Innovation in Social Science, 9(5).
[2] Ismail, I., Mohamed, W. S. W., Ja’afar, M. F. Z., & Mohamed, A. S. B. (2024). Architectural entrepreneurship resilience: A conceptual model for adaptive business strategies in post pandemic. International Journal of Academic Research in Business and Social Sciences, 14(3), 1168 1186.
[3] Oisasoje Ayo Odifiri, S. (2023). A review of issues and opportunities of archipreneurship practice in Nigeria. DIMENSI: Journal of Architecture and Built Environment, 50(1), 21 30.
[4] Richardson, N. (2011). Architecture is entrepreneurship and why it matters. Association of Collegiate Schools of Architecture Proceedings.
[5] You, X. (2022). Applying design thinking for business model innovation. Journal of Innovation and Entrepreneurship.
[6] Okangi, F. P. (2019). Impacts of entrepreneurial orientation on profitability growth in construction firms in Tanzania. Journal of Global Entrepreneurship Research, 9, Article 14.
[7] Lawal, S. O., Oyewo, O. A., Mohammed, A. A., & Osunkunle, A. (2023). New role of architects in unbundling smart entrepreneurship potentials in Nigerian business environment. African Journal of Management and Business Research, 10(1), 127 134.
[8] Creswell, J. W. (2014). Research design: Qualitative, quantitative, and mixed methods approaches. Sage Publications.
[9] Hair, J. F., Black, W., Babin, B., & Anderson, R. (2010). Multivariate data analysis. Pearson.
[10] Lumpkin, G. T., & Dess, G. G. (1996). Clarifying the entrepreneurial orientation construct and linking it to performance. Academy of Management Review, 21(1), 135–172.
[11] Nunnally, J. C. (1978). Psychometric theory. McGraw Hill.
[12] Osterwalder, A., & Pigneur, Y. (2010). Business model generation. Wiley.
How to cite this paper
@article{1716407,
author = {Durojaiye Babafemi John, Odefadehan Christian},
title = {Reimagining Architectural Practice as an Entrepreneurial Venture: Beyond Design Thinking for Profitability and Relevance in Emerging Economies.},
journal = {Iconic Research And Engineering Journals},
year = {2026},
volume = {9},
number = {10},
pages = {1941-1950},
issn = {2456-8880},
url = {https://www.irejournals.com/formatedpaper/1716407.pdf},
abstract = {This study investigates the reconceptualization of architectural practice in emerging economies from a predominantly design-centered discipline into an entrepreneurial venture capable of achieving sustained profitability and market relevance. While design thinking remains central to architectural innovation, it inadequately addresses critical business dimensions such as strategic positioning, revenue diversification, and financial sustainability. Adopting a survey-based empirical research design, data were collected from 176 practicing architects in Nigeria using a structured questionnaire to examine the relationships between entrepreneurial orientation, business model innovation, and firm performance. The findings indicate that architectural firms demonstrating strong entrepreneurial orientation, particularly in innovativeness and proactive market engagement, are significantly more likely to adopt innovative business models. These models, including service diversification, strategic partnerships, and technology-driven delivery systems, are shown to have a positive and significant impact on firm performance, especially in terms of revenue growth, client acquisition, and competitive positioning. Furthermore, regression analysis reveals that entrepreneurial orientation indirectly enhances profitability through its strong influence on business model innovation. The study concludes that the sustainability and competitiveness of architectural practice in emerging economies depend on the integration of entrepreneurial strategies and innovative business frameworks beyond traditional design service models, thereby positioning architects as strategic actors within the broader built environment value chain.},
keywords = {Architectural Entrepreneurship, Entrepreneurial Orientation, Business Model Innovation, Strategic Management, Professional Practice Transformation},
month = {April},
doi = {https://doi.org/10.64388/IREV9I10-1716407}
}