Relevant bibliographies by topics / Sustainable business model archetypes

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  1. Journal articles
  2. Dissertations / Theses
  3. Books
  4. Book chapters
  5. Conference papers
  6. Reports

Academic literature on the topic 'Sustainable business model archetypes'

Author: Grafiati
Published: 29 June 2021
Last updated: 11 February 2022

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Journal articles on the topic "Sustainable business model archetypes"

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Yip, Angus W. H., and Nancy M. P. Bocken. "Sustainable business model archetypes for the banking industry." Journal of Cleaner Production 174 (February 2018): 150–69. http://dx.doi.org/10.1016/j.jclepro.2017.10.190.

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Bocken, N. M. P., S. W. Short, P. Rana, and S. Evans. "A literature and practice review to develop sustainable business model archetypes." Journal of Cleaner Production 65 (February 2014): 42–56. http://dx.doi.org/10.1016/j.jclepro.2013.11.039.

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Czachorowski, Karen V. "Cleaning Up Our Act: Systems Engineering to Promote Business Model Innovation for the Offshore Exploration and Production Supply Chain Operations." Sustainability 13, no. 4 (February 16, 2021): 2113. http://dx.doi.org/10.3390/su13042113.

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Oil and gas offshore exploration and production (E & P) will remain necessary to meet increasing global energy demands. However, appraising and exploring these resources has a major impact on sustainability and faces many challenges. Improving the supply chain operations that support E&P activities presents opportunities to contribute to the United Nations (UN) Sustainable Development Goals (SDGs), but relies on organizations being able to adopt new strategies and technology and, innovate their current business models. Business model innovation (BMI) has not been actively pursued in this industry, partially due to the traditional operation management and due to the complexity in changing established models or adopting full-fledged archetypes. Thus, the present study proposes a more flexible and granular approach to BMI by defining elements to be adopted rather than proposing business models archetypes. To define the elements, an application of systems engineering (SE) is adopted through a morphological analysis (MA). They are presented in morphological boxes in three dimensions—technology, organization, and the human element—inspired by sustainable business model (SBM) literature. The elements are proposed as “bricks” for BMI where they can be adopted and re-arranged as necessary, providing granularity and flexibility to facilitate BMI for organizations of varying sizes.
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Banson, Kwamina, Nam Nguyen, Daowei Sun, Daniel Asare, Samuel Sowah Kodia, Isaac Afful, and Jasmine Leigh. "Strategic Management for Systems Archetypes in the Piggery Industry of Ghana—A Systems Thinking Perspective." Systems 6, no. 4 (September 26, 2018): 35. http://dx.doi.org/10.3390/systems6040035.

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Ghana is predominantly an agricultural country with a clear majority of its population depending partly or fully on agriculture for their livelihoods. Pork consumption in Ghana is on the increase and the livestock industry is a key sector of alternative agri-business for farmers looking for profitable business ventures and household income. The growth of Ghana’s domestic piggery industry has been impeded by several constraints such as inadequate information, lack of improved breeding stock, land limitations, rising feed cost and water availability. In this research, systems models provide an understanding of the interconnectedness and relationships present within the piggery industry of Ghana. The Industry’s problems were pooled together and key factors identified, whose behavior over time causes problems by developing various individual two-loop system archetypes coupled with a list of sustainable management strategies. Also, the individual variables affecting the industry were consolidated to obtain a causal loop structure and behavior-over-time graph of the piggery industry. The system archetype developed here is generic enough to explain any productivity decline and business rivalry behavior of any agribusiness industry. The proposed archetype can also help farm managers and producers to make various decisions. The system archetypes contribute effectively to understanding the root cause of challenges rather than providing quick fixes ‘now’ which gives rise to a much bigger problem to fix ‘later’. Application of CLDs models and system archetypes can help farmers and policy makers understand the behaviour of the entire complex piggery systems that will aid in more clarity and consistency in decisions and policy objectives. This will close the gap of inadequate information both to farmers and policy makers and governance. Through the archetypes and the CLDs, it has been identified that using a systemic approach in addressing the problems could lead to the provision of adequate data and management strategies for effective decision making for improving the piggery/livestock industry.
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Reinhardt, Robert, Ioannis Christodoulou, Beatriz Amante García, and Santiago Gassó-Domingo. "Sustainable business model archetypes for the electric vehicle battery second use industry: Towards a conceptual framework." Journal of Cleaner Production 254 (May 2020): 119994. http://dx.doi.org/10.1016/j.jclepro.2020.119994.

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Heesbeen, Charlotte, and Alejandro Prieto. "Archetypical CBMs in Construction and a Translation to Industrialized Manufacture." Sustainability 12, no. 4 (February 19, 2020): 1572. http://dx.doi.org/10.3390/su12041572.

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The circular economy is a widely accepted concept that various governments have started to adopt. Still, a major consumer of resources, the construction industry, struggles to implement business models that answer to the opportunity and generate value beyond economical. At the same time, the industry is at a threshold of intensifying their production by industrialized manufacture. This type of construction offers practical benefits and should be developed whilst prioritizing a sustainably built environment. A circular economy business model (CBM) offers all stakeholders long term value and revenue whilst moving towards a sustainable environment. The business model canvas (BMC) is a tool to shed light on the essential characteristics of a CBM, its value, and alignment in a multi-life cycle perspective. It can contribute to accelerating circular innovation in construction. This study aims to provide an overview of archetypical CBMs in construction based on a literature review and a systematic coding exercise using the BMC. The archetypes found are used to describe the characteristics of industrialized manufacture in the various circular economy construction scenarios.
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Calvo, Nuria, and Óskar Villarreal. "Analysis of the growth of the e-learning industry through sustainable business model archetypes: A case study." Journal of Cleaner Production 191 (August 2018): 26–39. http://dx.doi.org/10.1016/j.jclepro.2018.04.211.

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García-Álvarez de Perea, Juan, Carolina Ramírez-García, and Aida Del Cubo-Molina. "Internationalization Business Models and Patterns of SMEs and MNEs: A Qualitative Multi-Case Study in the Agrifood Sector." Sustainability 11, no. 10 (May 14, 2019): 2755. http://dx.doi.org/10.3390/su11102755.

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Small- and Medium-sized Enterprises (SMEs) and Multinational Enterprises (MNEs) in the agri-food sector have been overcoming internationalization barriers. However, research is scarce, specifically to meet the Sustainable Development Goals, despite the importance of the sector. The main aim of our study is to explore the archetypes and internationalization pace of internationalized SMEs and MNEs in the agri-food sector, adopting an external perspective and an empirical approach. More particularly, the influence of the interaction of demand-side innovation and management control systems (MCSs) in companies in the industry is examined. A qualitative research design was developed in order to achieve an in-depth understanding of the contextual factors affecting international SMEs and MNEs in the agri-food sector. Semi-structured telephone interviews were conducted with three SME and three MNE managers. Our findings suggest that SMEs are not fundamentally different from MNEs—both types of organizations best fit the Casino model archetype. It was also found that strong competition helps the development of collaborative innovation, directing advancement toward fulfilling consumer demand. MCSs are neither communicating information nor managing perceived risks by creating trust and confidence; they are mostly used for diagnostic purposes, not substantially influencing the innovation process.
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Drusche, Olaf, and Stefanie Krause. "Potentials of business model innovation and values-based management approaches in the mining sector." E3S Web of Conferences 266 (2021): 06004. http://dx.doi.org/10.1051/e3sconf/202126606004.

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Mining is known to cause high ecological and social impacts especially due to its extractive nature on one hand and its resources and reserves mostly being located in developing or emerging economies on the other hand. Thus, it can be considered to have a paramount role in terms of making a significant contribution to sustainable development. Bearing in mind the growing economic output generated by humans and the growing world population, it is no wonder that related human-driven activities have never had such a strong (and at the same time burdening) influence on the biosphere resulting in exceedance of the planetary system boundaries. The critical reflection of the interaction between material cycles and economic growth is essential for reducing environmental burdens resulting from unthinking consumption patterns and production, and initial material extraction. The latest findings in academia confirm this assumption and point out that most practitioners are already aware of the urgent need for a redefinition of the sector’s understanding of success, taking into account the needs of both shareholders and stakeholders. Furthermore, the extractive sector has gained an image of being outdated. Agrowing number of decision-makers sees the necessity for a sustainable approach to business models that also embraces digitalization. The purpose of the paper is to analyze the standard business model that still dominates the mining industry, followed by a comparison of recent scientific findings on sustainability-oriented business model innovation and values-based innovation management to derive recommendations for potential sector-specific business model archetypes that contribute to the urgent redefinition.
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Andreassen, Tor Wallin, Line Lervik-Olsen, Hannah Snyder, Allard C. R. Van Riel, Jillian C. Sweeney, and Yves Van Vaerenbergh. "Business model innovation and value-creation: the triadic way." Journal of Service Management 29, no. 5 (October 15, 2018): 883–906. http://dx.doi.org/10.1108/josm-05-2018-0125.

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Purpose Building on the multi-divisional business model (M-model), the purpose of this paper is to develop a better understanding of triadic business models – T-models – and how they create value for their three categories of stakeholders, i.e., the suppliers, the platform firm and the buyers. The research question that guides the present study is twofold: How is value created individually and collectively in triadic business models and what might challenge their sustainability? Design/methodology/approach Anchored in extant literature and a process of conceptual modeling with empirical examples from Uber, a new business model archetype was developed for two-sided markets mediated by a middleman. Findings The paper provides a theoretically and conceptually derived roadmap for sustainable business in a triadic business model, i.e., for the buyers, sellers and the platform firm. This model is coined the T-model. A number of propositions are derived that argue the relationship between key constructs. Finally, the future beyond the T-model is explored. Research limitations/implications The paper identifies, illustrates and discusses the ways in which value is created in sustainable T-models. First, value is created from a number of sources, not only from lower transaction costs. Second, it is proposed that it is not about a choice of either M-model or T-model but rather a continuum. Toward 2050, technology in general and Blockchain specifically may for some transactions or services, eliminate the need for middlemen. The main conclusion is that despite this development, there will, for most organizations, be elements of the M-model in all or most T-model businesses. In short: middlemen will have elements of the M-model embedded in the T-model when co creating value with buyers and sellers. Originality/value While two-sided T-models are not new to the business area, surprisingly no papers have systematically investigated, illustrated, and discussed how value is created among and between the three stakeholder categories of the T-model. With this insight, more sustainable T-models can be created.
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Dissertations / Theses on the topic "Sustainable business model archetypes"

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Persson, Alexander, and Timothy Vidén. "Sustainable business model archetypes in the software industry : Towards a conceptual framework on how software companies can develop a sustainable business model." Thesis, Linnéuniversitetet, Institutionen för marknadsföring (MF), 2021. http://urn.kb.se/resolve?urn=urn:nbn:se:lnu:diva-105200.

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Purpose – The purpose of this study is to propose a conceptual framework and research agenda for the development of sustainable business models for companies in the software industry. Methodology – The study was implemented by using primary and secondary data in the methodology. The primary data entailed a qualitative approach where in-depth interviews with five software companies was conducted. The secondary data included a literature review of relevant topics and grey literature from the interviewed companies. Findings – This study proposes a modified set of sustainable business model archetypes for the software industry. The software-specific archetypes are Maximize energy efficiency with renewables and natural processes, Create value from waste, Deliver software as a service, Adopt a stewardship role, Encourage sustainability, Repurpose for the society/environment and Develop scale up solutions. Implications – The revised set of archetypes have been developed in order to set a theoretical framework that can be practiced by software companies to develop their sustainability work. Therefore, this study provides practitioners with a streamlined framework to develop clear sustainable guidelines, activities, principles and goals towards a sustainable business model. Originality / value – This study proposes a conceptual framework on how software companies can develop a sustainable business model with a practical and theoretical foundation. The study proposes a research approach that has not been conducted in the software industry before, using the eight archetypes as an analysis tool. The suggested framework of this study therefore presents unique industry-specific archetypes for the software industry, created by the authors of this study.
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França, César Levy. "Business Model Design for Strategic Sustainable Development." Doctoral thesis, Blekinge Tekniska Högskola, Institutionen för strategisk hållbar utveckling, 2017. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-13674.

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Humanity confronts an existential threat without historic precedent. Environmental pressures have reached such intensity and pace of change that the earth system may be irreversibly tipped into a new and unpredictable state. The emerging global reality is, in turn, redefining overall conditions for business success. Addressing these challenges both demands and brings great opportunities for innovation. An important and sometimes neglected aspect of innovation is the design or redesign of business models, which has been identified as a greater source of lasting competitive advantage than new products and services per se. The business model has also been suggested as a new unit of analysis when discussing sustainability. However, this is still a relatively underexplored area. The aim of this work was therefore to develop an approach to business model design that supports strategic sustainable development, i.e., supports organizations to contribute to society’s transition towards sustainability in a way that strengthens the organization.       To be able to design a business model that supports strategic sustainable development, it is necessary to know what sustainability is and how to develop sustainability-promoting, economically viable strategies. Therefore, the Framework for Strategic Sustainable Development, which includes, e.g., an operational definition of sustainability and strategic guidelines for how to approach it, was used as an overarching framework. Specific research methods and techniques included, e.g., literature reviews, questionnaires, interviews, work with focus groups, participatory action research with partner organizations, creative problem solving techniques, modeling, and simulation.   The literature reviews revealed potential sustainability benefits of developing business models in conjunction with product-service systems (PSS). However, a knowledge gap exists regarding how to effectively connect these fields. Arguably, PSS strategies can best contribute to sustainability when business models support their implementation and when both the business models and the PSS strategies are guided by an understanding of strategic sustainable development. Therefore, an integrated approach to Business Model Design for Strategic Sustainable Development was co-developed and tested in PSS innovation work with partners, e.g., companies within the energy and lighting sectors. The tests indicated that the new approach helped to clarify strengths and weaknesses of current business models from a strategic sustainability perspective; to transform an organization’s vision and strategy into a sustainability-framed vision and a sustainability-promoting strategy; and to communicate the new vision and strategy to the value network as a basis for engaging important stakeholders in the change. For example, the approach supported one of the partner companies in its transformation towards providing sustainable PSS solutions in the form of light as a service. Examples of business benefits of the new approach include improved scalability and risk avoidance, which provide a foundation for better investment strategies. Benefits also include improved differentiability and a broadened view on, and a more solid foundation for, collaboration with stakeholders that are increasingly important to sustainable business success.
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Abioye, Olukorede Eliza. "Towards a sustainable business model for financial markets." Thesis, University of Manchester, 2016. https://www.research.manchester.ac.uk/portal/en/theses/towards-a-sustainable-business-model-for-financial-markets(c253ab2e-0c13-4eea-b0ac-4ef4d4319b7d).html.

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The implementation of different business models has enabled financial markets to not only create value for their benefits, but it has also helped them contribute to economic growth, as well as fulfil their roles in the society. However, the impacts of technological advancements, cross-border flows and regulations continually introduce new dynamics into the business environments of financial markets and as a result, financial markets are faced with future uncertainties. These have increased the dire need for markets to continue to devise methods that can be adapted to survive and thrive in the economy. Hence, financial markets are focusing on profitability than growth, or ideally profitable growth. As a means to achieve this, financial markets need to continually innovate and re-examine their business models to sustain growth. However financial markets still have to adapt general business model frameworks to design new business models because of the lack of a business model framework that has been designed specifically to meet the needs of financial markets. In the midst of these uncertainties, “business as usual” is not an option for a sustainable future; financial markets need sustainable business models that can be used to future proof their business strategies and create long-term value. This research identifies the need for sustainable business models in financial markets and identifies the lack of a framework for sustainable business models. Hence it aims at developing a business model framework that can be used to develop sustainable business models; with an objective of achieving long-term profitability while only having a minimal long lasting impact on the physical and social environments and to be sufficient enough to compare the business models of financial markets. This research contributes to the knowledge of business models, sustainability, and competition in financial markets.
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Sukhdeo, Beverley Amanda Faith. "A conscious leadership model to achieve sustainable business practices." Thesis, Nelson Mandela Metropolitan University, 2015. http://hdl.handle.net/10948/5885.

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Business sustainability is a fundamental concern amongst business leaders and it is imperative that business defines an environmentally and socially sustainable path to financial prosperity. This focus on sustainable business practices has been caused by the perceived contribution of businesses to undesirable conditions such as environmental and social degradation including global warming and the global financial crises. This study suggests that a leadership style that differs from leadership that is currently causing business unsustainability is needed in order to achieve the goal of sustainable business practices. This study therefore proposes a new kind of leadership, called conscious leadership. The main contribution of the study is to increase the achievement of sustainable business practices by investigating the importance of conscious leadership in achieving this objective. Convenience sampling was used to select senior managers and directors from mainly JSE listed companies. This resulted in a total of 371 usable questionnaires (317 from listed companies and 54 from unlisted companies) being received. A quantitative approach was adopted to investigate whether conscious leadership would be related to increased sustainability competencies and more effective sustainability-related corporate governance and whether these in turn would increase sustainability behaviours which would generate sustainable business practices as measured by financial, social and environmental performance. Regression analyses were conducted to investigate the hypothesised relationships among these variables. Pearson correlations and descriptive statistics were also calculated. The empirical results showed that respondents in this study regarded conscious leadership, not as a separate construct, but as a way they governed their businesses. The empirical results showed that corporate governance and systems thinking competency had a strong interactive relationship and should therefore be cultivated within business firms. Corporate governance (including conscious leadership) and systems-thinking competency were positive influencers of employee relations, equal opportunities and workforce diversity. The empirical results however showed that corporate governance (including conscious leadership) had a negative influence on profitability. The present study cannot argue for the discouragement of corporate governance (including conscious leadership), as measured in this study, because reduced corporate governance would decrease healthy employee relations and the latter would decrease the achievement of equal opportunities and workforce diversity in these firms. A decrease in healthy employee relations would decrease profitability. The most important finding of this study is that senior managers and directors of big business firms, mostly JSE-listed companies, regarded conscious leadership as an important part of corporate governance. Corporate governance that includes conscious leadership must be developed to higher levels in business firms, so that the negative and not-significant relationships to profitability as viewed by lower and high conscious leaders respectively can be changed to positive relationships.
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Maroga-Nyashe, Wendy. "Sustainable business model innovation in incumbent food and beverage companies." Diss., University of Pretoria, 2020. http://hdl.handle.net/2263/79613.

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There is increasing pressure on companies in the food and beverage industry to innovate their business models towards sustainability. These companies are being driven by both internal and external factors to transition from traditional business models to more sustainable business models (SBMs). This study aimed to gain new insights into the phenomenon and to thus contribute towards the emergent literature relating to sustainable business model innovation (SBMI) in incumbent companies. As incumbent companies transition towards SBMs, they are faced with various internal and external factors that either hinder or aid their SBMI journey. Gaining an understanding of the challenges and enablers of SBMI implementation can provide tools to managers responsible for SBMI within their respective companies to pro-actively mitigate challenges and identify enablers in the SBMI journey. Furthermore, understanding the value propositions and the value created, delivered and captured in the SBMI process can provide further motivation for incumbent companies to engage in the process. This study followed a qualitative, exploratory research method in order to refine and extend current theory on the research topic. Data was gathered from 16 semi-structured interviews that were conducted with senior managers in incumbent companies. The senior managers were selected based on their expertise and experience in SBMI within their respective companies. Participants were separated into three groups based on their functional expertise in order to allow for comparison across the participant groups. The study culminated in a conceptual framework aimed at providing an understanding of how companies transition to more SBMs in practice. The outcomes of this study contribute to emergent SBMI literature
Mini Dissertation (MBA)--University of Pretoria, 2020.
pt2021
Gordon Institute of Business Science (GIBS)
MBA
Unrestricted
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Levy, França César. "Introductory Approach to Business Model Design for Strategic Sustainable Development." Licentiate thesis, Blekinge Tekniska Högskola, Avdelningen för strategisk hållbar utveckling, 2013. http://urn.kb.se/resolve?urn=urn:nbn:se:bth-00562.

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The interrelated challenges of systematic degradation of ecosystems, social inequalities, financial instability and resource constraints are redefining the overall conditions for business in the twenty-first century. Addressing these challenges both demands and brings great opportunity for innovation. An important but sometimes neglected aspect of innovation is the design or redesign of business models. This has been identified as a greater source of lasting competitive advantage than new products and services per se. The majority of managers among those who say that their company´s sustainability activities have added to profits also say that these activities have led to business model changes. However, integrating business model design and sustainable innovation practices is a relatively underexplored area of research. The aim of this work is to develop an approach to business model design that supports the realization of sustainability-driven strategies. In this thesis, it is argued that a major barrier to sustainable innovation is the usual unawareness of an operational definition of sustainability and of guidelines for how an organization can support sustainable development while strengthening its own competitiveness. Therefore, a Framework for Strategic Sustainable Development (FSSD), which includes such an operational definition of sustainability and such strategic guidelines, is used as an overarching methodology for this work. Specific research methods include literature reviews, data collection, data and document analysis, explorative workshops and action research, mainly with partners in the district heating sector. To be able to design a business model that supports a sustainability-driven strategy, it is necessary to have, or to be able to develop, such a strategy. The literature review revealed that there is currently no business model design tool that in itself includes support for developing sustainability-driven strategies. However, as regards business model design as such, a tool known as the Business Model Canvas (BMC) is frequently referenced and by many seen as a kind of de-facto standard support tool for business model design. A combination of the FSSD (bringing the sustainability perspective) and the BMC (bringing the generic building blocks of business models) is therefore explored. Depending on the context it is necessary to also combine this with other methods and tools; in this work specifically with methods and tools for energy systems modeling and simulation. Both as a way to develop a combined approach and as a way to start validating it, a prototype of a handbook for sustainable innovation in the district heating sector was developed and tested iteratively. The use of early versions of this handbook preliminary indicates that the combined approach helps organizations to, e.g., self-assess their maturity in terms of strategic sustainability work, clarify strengths and weaknesses of current business models from a strategic sustainability perspective and generate of new solutions, including mutually supportive actions and business models within their wider value network.
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Hammar, Johnsson Simon, and Pontus Olsen. "The Implementation Process of a Sustainable Business Model: Three Swedish cases." Thesis, Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, 2019. http://urn.kb.se/resolve?urn=urn:nbn:se:hh:diva-39991.

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Short, Samuel William. "Sustainable value creation : alignment of stakeholder interests through business model innovation." Thesis, University of Cambridge, 2014. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.708269.

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Becker, Brie. "A Model for the Public Sector to Foster Sustainable Business Development." Thesis, University of Oregon, 2011. http://hdl.handle.net/1794/11499.

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xv, 107 p. : ill.
Businesses play an important role in the economic, environmental and social health of our communities. The public sector can foster sustainable business development through economic development strategies, policies and resources. This study evaluates the Sustainable Business Initiative (SBI), an economic development initiative intended to strengthen Eugene's economy by identifying barriers that keep businesses from being more sustainable. Using the collaborative planning model as a framework, I seek to evaluate both the process used to convene the SBI and the outcomes it produced to implement sustainable business practices. I assess whether the SBI changed business practices in Eugene and whether the SBI can serve as a useful model for other communities to engage in sustainable business development. I argue that although collaboration is a useful model to elevate the conversation of sustainability, more effort is needed to link the process with the outcomes to ensure long-lasting change in the business community.
Committee in charge: Gerardo Sandoval, Chair; Michael Hibbard, Member; Cassandra Moseley, Member
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Asele, Massamo Ayele, and Ebrahim Ahmed Awol. "Building Sustainable Earnings : Low Cost Model-Based Air Carriers in Europe." Thesis, Umeå universitet, Handelshögskolan vid Umeå universitet, 2009. http://urn.kb.se/resolve?urn=urn:nbn:se:umu:diva-36621.

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Books on the topic "Sustainable business model archetypes"

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

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

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

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

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

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

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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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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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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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Book chapters on the topic "Sustainable business model archetypes"

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Jonker, Jan, and Niels Faber. "Business Modelling." In Organizing for Sustainability, 19–33. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78157-6_2.

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AbstractA transition from a linear economy to a more sustainable and circular economy requires different business models. In this chapter, we provide you with an introduction to the nature and logic of business models. In essence, a business model is a description of how value creation between parties or partners is organized, at a particular moment, in a specific context, and given available resources. Conventional business modelling approaches have several weaknesses—the main point of criticism being their focus on creating financial value. With the Business Model Template (BMT), we try to resolve most of these criticisms. To do so we introduce three archetypal business models: the platform, community, and circular economy business models. This chapter provides an overview on how, over three stages and ten building blocks that together make up the Business Model Template, these archetypal business models will be used.
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Ulvenblad, Per-Ola. "Development of Sustainable Business Models for Innovation in the Swedish Agri-sector: Resource-Effective Producer or Stewardship-Based Entrepreneur?" In The Innovation Revolution in Agriculture, 117–45. Cham: Springer International Publishing, 2020. http://dx.doi.org/10.1007/978-3-030-50991-0_5.

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Abstract This chapter focuses on the development of sustainable business models for innovation in the Swedish agri-sector. This is important for several reasons. Many of society’s challenges are linked to social, environmental and economic aspects of agriculture, and numerous agri-companies have been reduced to subcontractors with little influence, and are struggling with low profitability. Previous research regarding agri-companies have mainly focused on production and cost-efficiency aspects. Research regarding sustainable innovation and sustainable business models in the agri-sector is limited to date. To fill in this gap, the aim of this chapter is to illustrate and analyse how Swedish agri-companies develop sustainable business models. An integrated theoretical framework combining research regarding sustainability-oriented innovation and sustainable business model archetypes has been developed in order to collect and analyse the eight agri-companies in the study. Swedish agri-companies focus not only on optimization but also on their organizational transformation and systems building when developing sustainable innovation. They have developed diversified business models. A common, important factor is to adopt stewardship roles. Further, the value intention of agri-entrepreneurs is a relevant factor when developing sustainable business models.
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Jonker, Jan, and Niels Faber. "Strategy." In Organizing for Sustainability, 103–14. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78157-6_8.

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AbstractIn this chapter, we explore the nature of strategy. We have touched upon the subject in earlier chapters but here we present a typology of strategies. We define strategy as a route consisting of a set of deliberate actions leading to realizing your sustainable value proposition. Strategy can be approached as a plan or a process. Six strategies are distinguished: (1) eco-efficiency, (2) product as a service, (3) use optimization, (4) lifespan extension, (5) cascading, and (6) community building. Each of these strategies can be used as a stand-alone strategy or in a balanced combination while developing one of the business model archetypes. Which of these strategies or combinations you choose depends on the specific circumstances and stakeholders involved and the context in which you are seeking to realize your business model, as well as the underlying value proposition. A functional strategy is fundamentally a matter of clear, reasoned and actionable choices.
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Jonker, Jan, and Niels Faber. "Business Model Archetypes." In Organizing for Sustainability, 75–90. Cham: Springer International Publishing, 2021. http://dx.doi.org/10.1007/978-3-030-78157-6_6.

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AbstractThe BMT provides the building blocks to develop a logic for a business model. In such a model the nature of value creation, how value creation is organized, and how transactions are taking shape are operationalized so that they meet the proposition. Practice shows that at present business models aimed at capturing multiple value creation can be divided into three major categories: (1) platform business models, (2) community-based (or collective) business models, and (3) circular business models. The three archetypes differ mainly in the way in which they create value, as well as the objective, the mechanism through which value creation takes place, and the infrastructural and technological requirements. When using the BMT, it is useful to consider at an early stage which business model archetype is dominant in the realization of the intended value proposition. Choosing a business model archetype might look straightforward, but it can be quite a tricky task.
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Ramírez, Camilo Angel Peña, Mario Vidal Sanhueza, Gonzalo Garcés Rodríguez, and Sheila Serafim da Silva. "Circular Business Model." In Managing Sustainable Innovation, 104–20. Milton Park, Abingdon, Oxon; New York, NY : Routledge, 2020. | Series: Innovation and technology horizons: Routledge, 2019. http://dx.doi.org/10.4324/9780429264962-7.

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Clinton, Lindsay, and Ryan Whisnant. "Business Model Innovations for Sustainability." In Managing Sustainable Business, 463–503. Dordrecht: Springer Netherlands, 2018. http://dx.doi.org/10.1007/978-94-024-1144-7_22.

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Akemu, Onajomo, Alexandra Mes, and Lauren Comiteau. "Shell Nigeria: Changing the Community Engagement Model." In Managing Sustainable Business, 269–91. Dordrecht: Springer Netherlands, 2018. http://dx.doi.org/10.1007/978-94-024-1144-7_14.

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Aagaard, Annabeth, and Lise Lodsgård. "Leveraging Sustainable Business Model Innovation Through Business-NGO Collaboration." In Sustainable Business Models, 211–38. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-93275-0_8.

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Jørgensen, Sveinung, and Lars Jacob Tynes Pedersen. "A Process Model for Sustainable Business Model Innovation." In RESTART Sustainable Business Model Innovation, 183–92. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-91971-3_14.

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Cook, Thomas A. "Building the Sustainable Business Model." In Developing Masterful Management Skills for International Business, 189–205. 1 Edition. | Boca Raton : CRC Press, [2018] | Series: The global warrior series: CRC Press, 2018. http://dx.doi.org/10.4324/9781315118154-8.

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Conference papers on the topic "Sustainable business model archetypes"

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Vidmar, Doroteja. "Technology Enabled Sustainable Business Model Innovation." In 31st Bled eConference: Digital Transformation – From Connecting Things to Transforming Our Lives, June 17 – 20, 2018, Bled, Slovenia. Univerzitetna založba Univerze v Mariboru / University of Maribor Press, 2018. http://dx.doi.org/10.18690/978-961-286-170-4.47.

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Rescigno, Matteo, and Lucia Folladori. "Sustainable Business: The Benefit Company Model." In The 7th International Scientific Conference of the Faculty of Law of the University of Latvia. LU Akadēmiskais apgāds, 2019. http://dx.doi.org/10.22364/iscflul.7.39.

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Miladinović, Vesna, and Katarina Lazović. "EUROPEAN BUSINESS EXCELLENCE MODEL ON SUSTAINABLE DEVELOPMENT." In 4th International Scientific Conference: Knowledge based sustainable economic development. Association of Economists and Managers of the Balkans, Belgrade, Serbia et all, 2018. http://dx.doi.org/10.31410/eraz.2018.910.

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Guarieiro, Lilian Lefol Nani, and Adilson Canovas de Almeida. "BUSINESS MODEL BASED IN A SUSTAINABLE INVESTMENT FUND." In VI Simpósio Internacional de Inovação e Tecnologia. São Paulo: Editora Blucher, 2020. http://dx.doi.org/10.5151/siintec2020-businessmodel.

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Woong Young, Song, and Choi Ki Yoon. "Sustainable Business Process Management Model for Construction Companies." In 28th International Symposium on Automation and Robotics in Construction. International Association for Automation and Robotics in Construction (IAARC), 2011. http://dx.doi.org/10.22260/isarc2011/0079.

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Zamir Bin Hussen, Muhammad, and Jamaludin Bin Ibrahim. "New Business Model for Malaysian ar Rahnu Using Blockchain as Sustainable Business." In 2018 International Conference on Information and Communication Technology for the Muslim World (ICT4M). IEEE, 2018. http://dx.doi.org/10.1109/ict4m.2018.00029.

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Schaffer, Norman, Martin Engert, Girts Leontjevs, and Helmut Krcmar. "A tool to model and simulate dynamic business models." In Enabling Technology for a Sustainable Society. University of Maribor Press, 2020. http://dx.doi.org/10.18690/978-961-286-362-3.16.

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Software tools hold great promise to support the modeling, analyzing, and innovation of business models. Current tools only focus on the design of business models and do not incorporate the complexity of existing interdependencies between business model components. These tools merely allow simulating inherent dynamics within the models or different strategic decision scenarios. In this research, we use design science research to develop a prototype that is capable of modeling and simulating dynamic business models. We use system dynamics as a simulation approach and containers to allow deployment as web applications. This paper represents the first of three design cycles, realizing six out of 59 requirements that are collected from the literature on software tools for business models. We contribute toward the design of novel artifacts for business model innovation as well as their evaluation. Future research can use these results to build tools that consider and address the complexity of business models. Lastly, we present several options for extending the proposed tool in the future.
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Rimban, Luz, Nurul Hasfi, Sunarto Sunarto, and Amida Yusriana. "Understanding the Rappler Business Model: Implications for Sustainable Journalism." In Proceedings of the 4th International Conference on Indonesian Social and Political Enquiries, ICISPE 2019, 21-22 October 2019, Semarang, Central Java, Indonesia. EAI, 2020. http://dx.doi.org/10.4108/eai.21-10-2019.2294402.

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Kirechev, Damyan. "CARBON FARMING - A MODERN BUSINESS MODEL FOR SUSTAINABLE AGRICULTURE." In AGRIBUSINESS AND RURAL AREAS - ECONOMY, INNOVATION AND GROWTH 2021. University publishing house "Science and Economics", University of Economics - Varna, 2021. http://dx.doi.org/10.36997/ara2021.315.

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The agricultural sector is seen by the European Commission as key to achieving a climate-neutral economy because of its carbon sequestration capabilities. In 2021, the Commission will publish results on carbon farming, in the context of the Green Deal commitments to reduce greenhouse gases and achieve carbon neutrality by 2050. The need to stimulate countries to scale up carbon farming practices is crucial. Five key areas are analyzed as the basis for a carbon-based agriculture scheme. The benefits of carbon farming can be on a number of fronts, but most notably producing more food with less pollution, while preserving the soil and sequestering carbon.
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Shi, Yaneng. "System dynamics model for sustainable development of colleges." In 2011 International Conference on Business Management and Electronic Information (BMEI). IEEE, 2011. http://dx.doi.org/10.1109/icbmei.2011.5920525.

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Reports on the topic "Sustainable business model archetypes"

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Myers, Beth, Michelle Denise Burton, and Rachel Eike. Paradigm Shift: A Call for Conceptualization of a Fast Fashion Sustainable Business Model. Ames (Iowa): Iowa State University. Library, January 2019. http://dx.doi.org/10.31274/itaa.8280.

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Research Institute (IFPRI), International Food Policy. A strategic approach and business model for scaling up ecosystem-based adaptation for sustainable development in Africa. Washington, DC: International Food Policy Research Institute, 2017. http://dx.doi.org/10.2499/9780896292949_10.

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