Navigating the digital: university business model patterns and aligning digital transformation strategies

Purpose Digital transformation poses various challenges for universities, necessitating adjustments to business models and strategic positioning. We aim to identify university business model patterns and derive matching digital transformation strategy options, providing universities with a structured basis for aligning transformation efforts with their strategic orientation. Design/methodology/approach Based on an adapted Business Model Canvas for universities, we qualitatively analyze business model data collected from the 30 largest German universities. Data were structured into 59 subcategories across nine business model elements and analyzed through cross-case analysis in ten iterative workshops, combining quantitative and qualitative data to derive patterns and corresponding strategy options. Findings Five university business model patterns exist: three research-oriented (excellence, entrepreneurial and domain-specific) and two education-oriented (teacher training and education), including a distinct distance-learning subset. Research-oriented patterns show higher third-party and state funding and more research staff, while education-oriented patterns emphasize teaching scale. Matching Digital Transformation Strategy options were derived across four dimensions: technology use, value creation, structural change and financial aspects. Research limitations/implications The study is limited to German universities, which may influence the generalizability of the findings to other higher education contexts. Further research should examine our business model patterns in other countries and education systems. Practical implications Findings guide university management in aligning digital transformation strategies with their specific business model pattern rather than standardized approaches, requiring coordinated governance across research, teaching and administration. Social implications Findings suggest uniform funding and governance approaches may not reflect universities' heterogeneous orientations, calling for more differentiated, equitable higher education policy. Originality/value This study offers one of the first empirically derived typologies of university business models, systematically linking distinct patterns to matching digital transformation strategy options.