Makerspaces as Places for Collective Learning and Action: Case Study on the Business Model and Social Impact of Makerspaces, Based on a Field Study at UnternehmerTUM Makerspace

Abstract

This thesis explores the multifaceted role of makerspaces and how they create value for different stakeholders. It examines the question: What local impact does the makerspace create, and how? I investigated the social business model of makerspaces in combination with literature on ecosystems, to address three underlying components of the research objective: What value portfolio does the makerspace create, and how? For and with whom? What broader contextual factors shape the value creation process? For my inquiry, I conducted a single case study at UnternehmerTUM Makerspace, a large makerspace in the German city of Munich. In May 2023, I visited the organization for two weeks of in-depth field research. The data collection process included observations, direct participation at courses and events, and 40 interviews, – 6 of them with employees and 34 shorter ones with customers, – spanning in total 18 hours. I transcribed and coded the employee interviews and then fitted the findings into a business model framework, extending it with insights from customer statements and observations. The analysis revealed that the makerspace creates local impact in a multitude of ways. They engage with a wide variety of stakeholders and continually adapt their business model for new purposes based on evolving local needs. Thanks to the sharing concept, the organization can serve the requests of multiple stakeholders with a common set of resources. The makerspace proposes value in two main areas: entrepreneurship and education. They do so by supporting small-scale production processes and helping people develop technical skills. That said, the concrete ways in which the makerspace provides value are manifold and to great extent driven by their customers and partner organizations. The makerspace sees itself in an enabling role rather than controlling processes in a directive manner. Yet this high level of adaptiveness brings along two challenges: (1) it becomes more difficult to measure impact across a wide variety of use cases; (2) it increases the risk of mission drift and streamlining activities too closely to the wishes of financial stakeholders. Further, I examined the organization’s influence on a broader scale based on four ecosystem concepts. (1) The makerspace closely partners with organizations from academia and industry, thereby forming a business ecosystem to deliver a more comprehensive value portfolio and increase impact. (2) The makerspace builds a coworking community focused on knowledge exchange. The shared knowledge base and established trust can contribute to the emergence of innovation ecosystems, where firms collaborate with outside stakeholders. (3) The makerspace complements the educational landscape through promoting alternative, experimental ways of learning. It revitalizes the image of practical skills and builds a knowledge ecosystem focused on manufacturing. (4) The makerspace plays a supportive role for the local entrepreneurial ecosystem. It lowers the cost barrier to participate in entrepreneurship, making it more inclusive, and assists key organizations in their activities to strengthen the ecosystem. The insights gained from this case study can contribute to the further development of makerspaces, as well as the maker movement and the field of social entrepreneurship in general. It suggests building a strong and extensive partner network; responding quickly to emerging local needs but always keeping a diverse set of initiatives that run in parallel; becoming an alternative education institution for experimental, lifelong learning; and developing complementary capabilities, for instance in the areas of workshop facilitation and event organization. From an academic perspective, future research could explore the following three areas: (1) user interaction and recommendations for community engagement, (2) different configurations of partner networks to achieve impact, (3) frameworks for measuring impact given a complex portfolio of use cases.