Skip to main content
Fachgebiete
Automobil + Motoren Bauwesen + Immobilien Business IT + Informatik Elektrotechnik + Elektronik Energie + Nachhaltigkeit Finance + Banking Management + Führung Marketing + Vertrieb Maschinenbau + Werkstoffe Versicherung + Risiko
DE
EN
Bücher
Zeitschriften
Themenseiten
Organisationspsychologie Projektmanagement Marketing Smart Manufacturing
Weitere Formate
Podcasts Webinare Technik Webinare Wirtschaft Kongresse Veranstaltungskalender Awards
Jetzt Einzelzugang starten
Zugang für Unternehmen
Referenzkunden
SLX-Digitalkonferenz: Zukunftswerkstatt 2024

Mehr Umsatz mit Top-Kontakten

Am 7. Mai erfahren Sie, wie Vertriebsteams Leadgenerierung, Leadnurturing und Leadstrategien effizient steuern können.
Erweiterte Suche
Anmelden
nach oben

2019 | Buch | 1. Auflage

Identifying Sustainable Business Models Through Sustainable Value Creation Kapitel lesen Erstes Kapitel lesen

Sustainable Business Models

Innovation, Implementation and Success

herausgegeben von: Annabeth Aagaard

Verlag: Springer International Publishing

Buchreihe : Palgrave Studies in Sustainable Business In Association with Future Earth

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft" , Springer Professional "Technik"

Einloggen, um Zugang zu erhalten
insite
SUCHEN

Über dieses Buch

This book provides a comprehensive exploration into the identification and development of sustainable business models as well as their implementation, management and evaluation. With ever-increasing pressure on organisations to respond to societal change and improve competition through sustainable business model innovation (SBMI), this book aims to contribute to the knowledge of their design and management. The chapters explore the role of partnerships, the Internet of Things and the circular economy, among other factors, in developing SBM and how SBMI is facilitated through ideation and in entrepreneurial settings. Providing new typologies, patterns and a framework to evaluate the level of sustainability of business models, this book critically reviews existing literature on the topic to examine the potential of SBMI in research and in practice. The contributing authors employ a number of case studies and case examples to illustrate the integration of sustainable business models throughout the value chain, and their influence on wider social, environmental and business activities.

Inhaltsverzeichnis

Frontmatter
1. Identifying Sustainable Business Models Through Sustainable Value Creation
Abstract
The aim of this chapter is to identify the concept of sustainable business models (SBMs) bridging from traditional business models (BMs) to sustainable business models (SBMs) while using value creation in exploring the characteristics of SBMs. The literature review of the chapter provides the platform to assess and to map, discuss, and develop the SBM pyramid framework. The SBM pyramid provides a framework and tool for how to identify, understand, develop and evaluate the level of sustainability of BMs and the BM dimensions—theoretically and empirically. A case example is offered to provide an illustration of the concept empirically and to explore the use of the framework in exploration and assessment of the levels of sustainability of the overall BM, the individual BM dimensions and the value proposition, delivery, creation and value capture of a company/business in practice. The three-dimensional framework can be applied by theorists and practitioners in identifying, developing and evaluating the level of sustainability in the value creation, value delivery, and value capture of any existing (sustainable) BM and it’s BM dimensions and in designing new SBM innovations.
Annabeth Aagaard
2. Research on Sustainable Business Model Patterns: Status quo, Methodological Issues, and a Research Agenda
Abstract
This chapter describes avenues for future research to develop a “sustainable business model pattern language.” The chapter reflects on how sustainable business model (SBM) patterns can be identified, described, and turned into a design language to support the development of more sustainable organisations. Such organisations solve ecological, social, and economic problems through new approaches to proposing, delivering, capturing, and creating value. Theoretical and conceptual elements as well as methodological issues of developing an SBM pattern language are discussed. The value of using patterns in practice is illustrated with two business model innovation tools, one analogue and one digital, that use different patterns, including revenue and pricing, circular economy, and SBM patterns. Finally, questions for future research are proposed.
Florian Lüdeke-Freund, René Bohnsack, Henning Breuer, Lorenzo Massa
3. Designing Sustainable Business Models: Exploring IoT-Enabled Strategies to Drive Sustainable Consumption
Abstract
Sustainable business models, and product service systems (PSS) specifically, have been positioned as a way to achieve greater levels of sustainability. The Internet of Things (IoT) has been described as a trend that is shaping future innovations. Here, we focus on how IoT capabilities could be leveraged in PSS to encourage sustainable consumption during the use phase. We investigate the following question: How can IoT capabilities be used to design appropriate PSS solutions that encourage sustainable consumption? We develop and apply a framework to existing business cases to support sustainable business model design. We identify strategies that could improve sustainability performance in the use phase. Future research could explore the actual implementation of such strategies, including the value proposition offered to consumers.
Nancy Bocken, Emilia Ingemarsdotter, Diana Gonzalez
4. Sustainability Goal Setting with a Value-Focused Thinking Approach
Abstract
The chapter presents a Values-Driven Sustainability Management Framework, which supports the early phase of sustainable business model innovation and facilitates the ensuring that sustainability-related decision making and goal setting are aligned with the decision makers’ values. Decision makers have to balance between economic, environmental, and social goals, but they often have difficulties in seeing how their decisions contribute to sustainable development at the system level. Combining the Value-Focused Thinking approach with science-based Future-Fit Business Benchmark can help solve this problem. The chapter draws attention to the performance question of a sustainable company. A company needs to be profitable to survive but the purpose of a sustainable company can be defined also as concrete environmental and social outcomes.
Kaisa Manninen, Janne Huiskonen
5. Sustainable Business Model Ideation and Development of Early Ideas for Sustainable Business Models: Analyzing a New Tool Facilitating the Ideation Process
Abstract
This chapter presents an early ideation tool, the Impact Canvas®(IC), that has been specifically designed to involve different kinds of stakeholders in the early stages of the business and research ideation process. The authors discuss how a tool can support the ideation process and how the IC tool has been designed to incorporate different elements for the development of sustainable and impactful ideas. The usefulness of the tool when cooperating in a multidisciplinary team is described. The authors report feedback from users of the tool that supports the perception of the user-friendliness and usefulness of the tool. The chapter concludes with a description of how the IC tool is being further developed to support a more multidisciplinary approach to research and business ideation.
Ulla A. Saari, Leena Aarikka-Stenroos, Leena Köppä, Jörg Langwaldt, Stina Boedeker, Saku J. Mäkinen
6. Business Models for Multiple Value Creation: Exploring Strategic Changes in Organisations Enabling to Address Societal Challenges
Abstract
We live in a society where companies are requested to address societal challenges, a move that implies a transition. To make this transition a new generation of business models should be created. A business model describes the logic of value creation between parties. Three movements should be embedded in business models, namely, from single to multiple values creating logic, from organisation-centric to organising in value cycles, and from addressing needs of a single actor to needs of multiple actors. Value creation should be founded on three alternative principles providing strategic direction, namely, lifespan extension, servitisation, and design for decomposition. Movements and principles give way to three archetypes of business models, namely, platforms, community, and circular business models. They show a changing logic of value creation take and give shape to the transition of society. This contribution ends by addressing a debate on the nature of value creation ranging from depletion via eco-efficiency and circularity towards value restoration and regeneration economies.
Jan Jonker, Niels Faber
7. Managing Innovation for Circular Industrial Systems
Abstract
Circular economy is a concept prescribing a sustainable resource utilization through new ways of delivering value to users. Reducing, reusing, and recycling of resources must be related to specifically the value proposition and the revenue model in the business of an industrial organization. This chapter outlines the core parameters of the circular economy and gives empirical illustrations of two companies that have made different endeavors of relevance for a transition to the circular economy. Based on this, implications for organizing and managing innovation in large mature companies are presented with a suggestion of critical steps to make in order to manage sustainability issues on the strategic business level where they must be managed to have necessary impact.
Sofia Ritzén
8. Leveraging Sustainable Business Model Innovation Through Business-NGO Collaboration
Abstract
This chapter aims to explore and explain the use of collaborative innovation and partnerships in leveraging the development of different types of sustainable business models (SBMs). Through open source innovation and collaborations with other types of partners/stakeholders companies get access to new knowledge, capabilities, resources and networks/partners, which is a prerequisite to SBM. Thus the emphasis of this chapter is to explore the concept of businesses and Non-Governmental Organizations (NGOs) collaborating in designing new SBMs. Through a literature review and case examples, a typology of SBM archetypes through business-NGO collaborations is identified and presented. Each of the identified four SBM archetypes through business-NGO collaborations are explained through a mapping of the unique characteristics of the archetype, a case example and a discussion of the specific drivers and potential challenges to be considered by businesses and managers in engaging in these collaborations.
Annabeth Aagaard, Lise Lodsgård
9. Sustainable Business Models in an Entrepreneurial Environment
Abstract
Godelnik and van der Meer offer a crucial bridge between the practice of lean startup and the theories of sustainable business models (SBMs). Reviewing the remarkable progress in research regarding SBM, the authors reveal a critical gap. While lean startup tools and practices provide a clear working framework for entrepreneurs, SBM provides a vague roadmap for founders who seek to consider sustainability challenges while going through the process of venture formation. Godelnik and van der Meer present the Lean SBM framework, which proposes a new direction regarding how SBM should be considered in an entrepreneurial context. The chapter concludes with the framework applied to describe founders’ decisions in companies that reside within four emerging entrepreneurship movements: B corporations, the Zebra movement, Nordic entrepreneurs, and platform cooperatives.
Raz Godelnik, Jen van der Meer
10. Organizational Identity and Value Triangle: Management of Jungian Paradoxes to Enable Sustainable Business Model Innovation
Abstract
Biloslavo et al. add a much-needed new lens to understanding the nature of sustainable business models. Drawing on an interdisciplinary approach and adopting a Jungian dialectical approach, they explore the connections between organizational identity, paradoxes, and sustainable business model innovation. A sustainable business model framework termed the “Value Triangle” is applied to an illustrative case study of Japanese firm Muji. The result is a new perspective on designing sustainable business models incorporating paradoxical characteristics of organizational identity. This chapter supports the contention that organizational identity and sustainable business models can be mutually constitutive.
Roberto Biloslavo, David Edgar, Carlo Bagnoli
11. Performance Management and Enterprise Excellence Through Sustainable Business Models
Abstract
Humanity faces wicked challenges on the right, left, before, behind, above, and beneath. Many of these are of our own making; enterprises have contributed to their creation—and must contribute to their resolution. Edgeman takes a systemic approach to sustainable business modeling that integrates diverse elements usually considered in isolation. The resulting model integrates guiding principles used in leading enterprise excellence models with the 10 principles of the United Nations Global Compact, delivering a model for sustainable enterprise excellence, resilience, and robustness capable of attacking relevant wicked challenges such as ones embraced by the UN Agenda 2030 Sustainable Development Goals.
Rick Edgeman
12. Summary and Concluding Remarks: The Next Step for Sustainable Business Models
Abstract
Sustainable Business Models: Innovation, Implementation, and Success aims to provide new knowledge of what sustainable business models are, how they create value, how they are implemented and managed, and how to ensure their success. The purpose of this chapter is therefore to summarize each of the book’s chapter contributions and to provide an overview of the key contributions and conclusions of each chapter. Also this chapter explores potential venues for further developments of the research and practice field of sustainable business models as well as paths for future research.
Annabeth Aagaard
Backmatter
Metadaten
Titel
Sustainable Business Models
herausgegeben von
Annabeth Aagaard
Copyright-Jahr
2019
Verlag
Springer International Publishing
Electronic ISBN
978-3-319-93275-0
Print ISBN
978-3-319-93274-3
DOI
https://doi.org/10.1007/978-3-319-93275-0

Premium Partner

    Bildnachweise