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Thematische Bibliographien / Sustainable business model archetypes / Bücher

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Bücher zum Thema „Sustainable business model archetypes“

Autor: Grafiati

Veröffentlicht am 29. Juni 2021

Zuletzt aktualisiert am 11. Februar 2022

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1

Jørgensen, Sveinung, und Lars Jacob Tynes Pedersen. RESTART Sustainable Business Model Innovation. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-91971-3.

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2

Jørgensen, Sveinung. RESTART Sustainable Business Model Innovation. Cham: Springer Nature, 2018.

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3

Pallari, Maarit. The EcoCuva model for sustainable enterprising. Rovaniemi: University of Lapland, 2014.

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4

Sommer, Axel. Managing Green Business Model Transformations. Berlin, Heidelberg: Springer Berlin Heidelberg, 2012.

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5

Clark, John J. Sustainable corporate growth: A model and management planning tool. New York: Quorum Books, 1989.

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6

Mid-course Correction: Toward a Sustainable Enterprise: The Interface Model. Atlanta, USA: Peregrinzilla Press, 1998.

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7

Anderson, Ray C. Mid-course correction: Toward a sustainable enterprise :The Interface model. White River Junction, VT: Chelsea Green, 2005.

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8

Research handbook on sustainable co-operative enterprise: Case studies of organisational resilience in the co-operative business model. Cheltenham: Edward Elgar, 2014.

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9

South Asia Renewable Energy Conference (3rd 2008 New Delhi, India). 3rd South Asia Renewable Energy Conference, 2008: Towards sustainable business model, 24th-25th April 2008, New Delhi : backgrounder. New Delhi: Associated Chambers of Commerce & Industry of India, 2008.

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10

Green energy for a billion poor: How Grameen Shakti created a winning model for social business. [Vaterstetten, Germany]: MCRE Verlag, 2012.

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11

Professional Environmental Seminar (9th 1996 Cambridge). Environmentalist and business partnerships: A sustainable model? : a critical assessment of the impact of the WWF-UK 1995 group : proceedings of the ninth Professional Environmental Seminar held on Thursday 25th January 1996 at the Møller Centre, Cambridge. Cambridge: White Horse Press, 1996.

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12

Jaafar, Mastura, Azlan Raofuddin Nuruddin und Syed Putra Syed Abu Bakar. Business Sustainability Model for Malaysian Housing Developers. Springer, 2019.

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13

Jaafar, Mastura, Azlan Raofuddin Nuruddin und Syed Putra Syed Abu Bakar. Business Sustainability Model for Malaysian Housing Developers. Springer, 2017.

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14

Sommer, Axel. Managing Green Business Model Transformations. Springer, 2014.

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15

Beyond the Triple Bottom Line: Eight Steps toward a Sustainable Business Model. The MIT Press, 2017.

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16

Beyond the Triple Bottom Line: Eight Steps Toward a Sustainable Business Model. MIT Press, 2017.

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17

Szekely, Francisco, Jeffrey Hollender und Zahir Dossa. Beyond the Triple Bottom Line: Eight Steps Toward a Sustainable Business Model. MIT Press, 2017.

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18

Szekely, Francisco, Jeffrey Hollender und Zahir Dossa. Beyond the Triple Bottom Line: Eight Steps Toward a Sustainable Business Model. MIT Press, 2017.

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19

D, Howard Rasheed Ph. Innovation Strategy: Seven Keys to Creative Leadership and a Sustainable Business Model. iUniverse, 2012.

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20

Managing Green Business Model Transformations Sustainable Production Life Cycle Engineering and Managemen. Springer, 2012.

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21

Anderson, Ray, und Ray C. Anderson. Mid-Course Correction: Toward a Sustainable Enterprise: The Interface Model. Peregrinzilla Press, 1999.

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22

A model business plan for a sustainable forestry enterprise in Papua New Guinea. Waigani, NCD, Papua New Guinea: Biodiversity Conservation and Resource Management Program, 1996.

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23

Thomas, Jakl, Hrsg. Chemical leasing: An intelligent and integrated business model with a view to sustainable development in materials management. Wien: Springer, 2004.

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24

Schott, Rudolf, Thomas Jakl, Reinhard Joas, Rainer Nolte und Andreas Windsperger. Chemical Leasing: An Intelligent and Integrated Business Model with a View to Sustainable Development in Materials Management. Springer, 2004.

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25

Hansmeyer, Ebba Abdon, Ramón Mendiola und Jim Hagemann Snabe. Purpose-Driven Business for Sustainable Performance and Progress. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198825067.003.0009.

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This chapter proposes and discusses how a “purpose-driven” approach can help business reinvent and sustain itself and serve society. It outlines and explains a “tesseract model” which has purpose at its core and four vertices corresponding to economic, human, social, and environmental values. To be effective, a company’s purpose has to be authentic, ambitious, and achievable. A company’s purpose can furnish meaning and status, and act as a matching/sorting device for attracting compatible employees, investors, and customers. Based on the authors’ first-hand experience, this chapter describes two concrete instances of firms that adopted this purpose-driven approach. In an organization that adopts a societally oriented purpose, employees become emotionally engaged, energized, and differentiating in ways that can sustain performance and progress.

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26

Ross, Andrew. Bird on Fire. Oxford University Press, 2011. http://dx.doi.org/10.1093/oso/9780199828265.001.0001.

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Phoenix, Arizona is one of America's fastest growing metropolitan regions. It is also its least sustainable one, sprawling over a thousand square miles, with a population of four and a half million, minimal rainfall, scorching heat, and an insatiable appetite for unrestrained growth and unrestricted property rights. In Bird on Fire, eminent social and cultural analyst Andrew Ross focuses on the prospects for sustainability in Phoenix--a city in the bull's eye of global warming--and also the obstacles that stand in the way. Most authors writing on sustainable cities look at places like Portland, Seattle, and New York that have excellent public transit systems and relatively high density. But Ross contends that if we can't change the game in fast-growing, low-density cities like Phoenix, the whole movement has a major problem. Drawing on interviews with 200 influential residents--from state legislators, urban planners, developers, and green business advocates to civil rights champions, energy lobbyists, solar entrepreneurs, and community activists--Ross argues that if Phoenix is ever to become sustainable, it will occur more through political and social change than through technological fixes. Ross explains how Arizona's increasingly xenophobic immigration laws, science-denying legislature, and growth-at-all-costs business ethic have perpetuated social injustice and environmental degradation. But he also highlights the positive changes happening in Phoenix, in particular the Gila River Indian Community's successful struggle to win back its water rights, potentially shifting resources away from new housing developments to producing healthy local food for the people of the Phoenix Basin. Ross argues that this victory may serve as a new model for how green democracy can work, redressing the claims of those who have been aggrieved in a way that creates long-term benefits for all. Bird on Fire offers a compelling take on one of the pressing issues of our time--finding pathways to sustainability at a time when governments are dismally failing their responsibility to address climate change.

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27

Thomsen, Steen. Foundation Ownership and Firm Performance. Oxford University Press, 2018. http://dx.doi.org/10.1093/oso/9780198805274.003.0004.

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Foundation ownership of business companies is a governance structure which combines philanthropy and business. It is common in Northern Europe, particularly in Denmark. This chapter explains the basic governance structure, including the role of the foundation boards and company boards in foundation-owned companies, as well as the role of foundation law, government supervision and capital markets. It goes on to review the international evidence on the performance of foundation-owned companies, drawing on academic research from Scandinavia, the Netherlands, Germany, Italy and the US. The evidence indicates that foundation ownership is a financially sustainable and socially responsive governance model, which could be more widely used around the world. However, successful foundation ownership requires a climate of good governance that cannot be taken for granted.

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28

Nicholls, Alex, und Rafael Ziegler, Hrsg. Creating Economic Space for Social Innovation. Oxford University Press, 2019. http://dx.doi.org/10.1093/oso/9780198830511.001.0001.

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Social innovation is a topic of increasing interest to policymakers, civil society, and business globally. However, there has yet to be a comprehensive account of the economic contexts of social innovation. This book aims to address this research gap. It weaves together work from economics, sociology and ethics for a novel theoretical approach: the Extended Social Grid Model (ESGM). Based upon four years of work across a range of countries, this book provides a thorough and nuanced discussion of how social innovation can address major social issues including marginalization, access to housing, clean water, and microcredit. Empirically, the book considers how social innovation has interfaced with the economy, but also the state and civil society in terms of long-term projects, programmes, and policies that have emerged and evolved within and across European states to drive more equitable, inclusive, and sustainable societies.

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29

Emmott, Bill. Japan's Far More Female Future. Oxford University Press, 2020. http://dx.doi.org/10.1093/oso/9780198865551.001.0001.

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The Japan that the world admired during the 2019 Rugby World Cup is a model of social stability, resilience, and efficiency. But it carries important vulnerabilities, rooted in its ageing demography and a population shrinking by 500,000 a year, made much worse by a declining marriage rate and low fertility, both of which have their source in a combination of growing financial insecurity, severe gender inequality, and poor use of human capital. Over the three decades since its 1990 financial crisis it has seen a deep divide emerge in labour markets both for men and for women between the 60 per cent of ‘regular’ workers who benefit from training and security, and the 40 per cent of ‘non-regular’ workers who have a precarious, untrained, lowly paid existence. To overcome its vulnerabilities will require reforms to improve the use of the country’s superbly educated human capital, by reducing insecurity for both men and women, and by greatly narrowing the gender gap. An opportunity is presenting itself thanks to a big rise in female entry to university education during the 1990s and 2000s and to the emergence of a wide range of role models able to give inspiration and confidence to the next generation. Japan is already becoming a place with more female leaders in politics and even business, but that rise is from a very low base. If that process can be accelerated by both public policy and private action, Japan could achieve much greater social justice and sustainable prosperity in the decades to come.

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