Journal articles: '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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Geldres-Weiss, Valeska V., Nicolás Gambetta, Nathaniel P. Massa, and Skania L. Geldres-Weiss. "Materiality Matrix Use in Aligning and Determining a Firm’s Sustainable Business Model Archetype and Triple Bottom Line Impact on Stakeholders." Sustainability 13, no. 3 (January 20, 2021): 1065. http://dx.doi.org/10.3390/su13031065.

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The materiality matrix is a tool that helps companies understand how the stakeholders’ view of material issues in environmental, social, and economic/governance dimensions influences their value creation process, and creates triple bottom line impacts through shaping their strategic business model elements. Building on the multidimensional definition of materiality, we propose to use the materiality matrix as a tool to aid the transformation of a company’s existing traditional business model into a more sustainable one (inside-out approach), and to enable the identification of the most appropriate business model archetype to incorporate innovation into its sustainable business model (outside-in approach). This paper presents the materiality matrix as a new tool to enhance and transpose a company’s business model towards sustainability—as illustrated through the analysis of the Viña Concha y Toro business model case. This new tool contributes to sustainable business model literature and stakeholder theory by incorporating the materiality matrix as a gateway to business model innovation, and as a tool to explain the dynamics in the sustainable value creation process and concomitant impact on stakeholders.

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Polychroniou, Panagiotis, and Panagiotis Trivellas. "The impact of strong and balanced organizational cultures on firm performance." International Journal of Quality and Service Sciences 10, no. 1 (March 19, 2018): 16–35. http://dx.doi.org/10.1108/ijqss-09-2016-0065.

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Purpose This study aims to investigate the relationship between organizational culture and performance. It concerns the aspects of culture related to culture strength and unbalance and its impact on introvert and extrovert firm performance, controlling for business environment and size. Design/methodology/approach Based on the competing values model (CVM), culture strength is measured as the intensity of the culture values driving the company. The cultural unbalance is measured by the sum of absolute deviations of organizational members’ culture perceptions across the four archetypes (adhocracy, clan, hierarchy and market) imposed by CVM from the individual “average” shared cultural value. Evidence is drawn upon a sample of 1,305 employees of 114 Greek firms. Findings The findings indicate a strong positive relationship between culture strength and internal performance (innovation competence and human relations) as well as firm outcomes (profitability, growth and reputational assets). On the contrary, culture unbalance exerts a negative influence to market position, growth and innovation competence. Practical implications Understanding the nature of the association between culture strength, unbalance and firm performance would enable academics and practitioners to reflect critically on the core culture values which shape employee involvement and formulate leaders’ quality improvement decisions and actions, so as to achieve sustainable competitive advantage at the organizational level. Originality/value This research provides supporting empirical evidence for the culture–performance link by identifying the principle culture value characteristics (strength and unbalance), which exert both direct and interaction effects on the introvert and extrovert aspects of firm performance.

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Mahon, John F., and Nory B. Jones. "The challenge of knowledge corruption in high velocity, turbulent environments." VINE Journal of Information and Knowledge Management Systems 46, no. 4 (November 14, 2016): 508–23. http://dx.doi.org/10.1108/vjikms-07-2015-0039.

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Purpose This paper aims to explore a new concept of knowledge corruption (KC) within knowledge management with a focus on KC in high-velocity, turbulent environments (HVTEs) and its impact on business and military competitive advantage. Design/methodology/approach The conceptual paper explores existing literature and then develops new models involving the impact of KC on knowledge transfer and the moderating variables of culture and leadership in HVTEs. Findings Several new models are proposed including knowledge transfer and corruption in HVTEs with possible forms of KC, the relationships of variables in tacit knowledge transfer (TKT) and KC in HVTEs and organizational archetypes for TKT and KC. Research limitations/implications While the literature review provides a decent analysis of existing theories and models, the review is not exhaustive, and there may be alternative models and theories not covered. Practical implications The development of new models and theories within the field of knowledge management on KC in HVTEs represents important practical knowledge for management to reduce KC within their organizations to improve more effective knowledge transfer for sustainable innovation and better decision-making. Originality/value This paper provides a new, unique look at aspects of knowledge management that are currently underserved. The concepts of KC and HVTEs represent original content within this field.

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Dolan, Catherine, and Mary Johnstone-Louis. "Re-siting corporate responsibility." Focaal 2011, no. 60 (June 1, 2011): 21–33. http://dx.doi.org/10.3167/fcl.2011.600103.

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The bottom-of-the-pyramid (BOP) approach is championed as a way to deliver both corporate profits and poverty reduction. This article explores how “the poor” are repurposed as the instruments of ethical capitalism through the archetypal BOP model—Avon Cosmetics. A harbinger of “compassionate capitalism,” Avon has long stylized its entrepreneurial opportunity as a channel to a transcendent realm of self-actualization and social transformation. The company pursues this vision through a set of discourses and calculative practices that aim to produce industrious, self-disciplined, and empowered “entrepreneurs.” However, while BOP systems like Avon may provide a viable income stream for “poor” women, the practices through which women are “converted” into enterprising subjects can confound their intended “empowerment” effects. The article suggests that while targeting the “bottom of the pyramid” may elide the distinction between the maximization of profit and the imperatives of sustainable development, devolving corporate social responsibility (CSR) to the “entrepreneurial poor” raises questions about the implications of “making poverty business.”

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Yang, Miying, and Steve Evans. "Product-service system business model archetypes and sustainability." Journal of Cleaner Production 220 (May 2019): 1156–66. http://dx.doi.org/10.1016/j.jclepro.2019.02.067.

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Trapp, Caledonia T. C., and Dominik K. Kanbach. "Green entrepreneurship and business models: Deriving green technology business model archetypes." Journal of Cleaner Production 297 (May 2021): 126694. http://dx.doi.org/10.1016/j.jclepro.2021.126694.

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Croci, Edoardo, and Tania Molteni. "Business Models for Smart City Solutions." International Journal of Urban Planning and Smart Cities 2, no. 2 (July 2021): 94–109. http://dx.doi.org/10.4018/ijupsc.2021070106.

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Smart city business models identify the mechanisms through which a smart city solution or a combination of integrated solutions are able to create, deliver, and capture private and public value for society. This paper aims to identify the main archetypes of smart city business models in three sectors (energy, mobility, ICT) through an in-depth analysis of three city case studies: Valencia, Dresden, and Antalya (involved in the Horizon 2020 project “MAtchUP”). Cities' business models are analysed through a questionnaire-based survey, targeted to city government representatives and their technical partners. The paper develops a set of smart city business model archetypes, based on the roles and involvement of public and private actors in 1) funding, 2) asset ownership, and 3) operations of smart city solutions. These archetypes range from a model where the city government plays a prevalent role in all three dimensions to a model where private actors are more prevalent with several intermediate models.

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Dumiter, Florin, Daniel Berlingher, Anca Opret, and Silvia Todor. "Double taxation conventions, structure and evolution of the american tax system." Journal of Legal Studies 17, no. 31 (June 1, 2016): 1–14. http://dx.doi.org/10.1515/jles-2016-0001.

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Abstract This article is intended as a retrospective survey of the comprehensiveness of the tax system, in the broad sense, and the US tax system, in a stricter sense, in terms of structuring model and application of tax levies, as well as the taxation applied to each public financial income category. The topic chosen is based on the idea that the US tax system is different from the European system, while also considering that the USA is the world leader in business, trade and investment, and seen as a true “streamliner” of the world. The US economy is strongly influenced by sectors that prevail at the federal level: industry, education, trade, telecommunications, and transportation. The research methodology used in this article consists of a comprehensive analysis of key concepts regarding tax levying activities, providing an explanation of the tax policy, a critical analysis of the US system in terms of tax legislation, and a history of international double taxation conventions concluded by the US with other countries, given that the USA may be an archetype (best practice) in terms of the double taxation agreements network, regarding both the number of countries with which they have been concluded, and the types of agreements on income and capital. In our opinion, the results of this study indicate the optimal technical framework used by the American system to identify and implement the most sustainable methods, techniques and procedures in order to reduce the scope of international double taxation on income and capital worldwide.

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CIASULLO, MARIA VINCENZA, PAOLA CASTELLANI, CHIARA ROSSATO, and ORLANDO TROISI. "Sustainable business model innovation." Sinergie Italian Journal of Management 37, no. 1 (2019): 213–37. http://dx.doi.org/10.7433/s109.2019.11.

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Gaus, Olaf, and Matthias G. Raith. "Commercial transfer – A business model innovation for the entrepreneurial university." Industry and Higher Education 30, no. 3 (June 2016): 183–201. http://dx.doi.org/10.1177/0950422216653197.

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While knowledge-intensive societies rely heavily on universities for the creation of knowledge, its translation into economic value is typically performed by firms in the market. Since universities increasingly depend on additional funds for new and expensive research, current policies urge them to interact proactively with the market. The authors analyse how an entrepreneurial university creates, delivers and captures value by characterizing its business model. They develop a business model of the university as a research and teaching institution, with which they contrast purely private and purely public universities as two business model archetypes to show how these archetypes determine incentive and governance structures. They examine how the inclusion of commercial transfer as the ‘third mission’ affects the university’s income structure and thereby its objective and incentive structure. Within their business model framework, the authors derive strategic implications for the implementation of commercial transfer and the transition to the new business model.

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Catuogno, Simona, Sara Saggese, and Fabrizia Sarto. "Alignment vs rent-extraction effects of stock options. A conceptual model." Corporate Governance 16, no. 4 (August 1, 2016): 693–708. http://dx.doi.org/10.1108/cg-11-2015-0155.

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Purpose This paper aims to develop a conceptual model that systematically interprets how key governance factors drive the alignment and the rent-extraction effects of executive stock options (SOs) as proxied by plan characteristics. Design/methodology/approach The authors draw on the review of 202 articles published in international academic journals. They collect data from library databases and by hand-searching and citation-tracking relevant papers on the topic. Moreover, the authors review and classify the studies as related with determinants or proxies of alignment and rent-extraction effects of SOs. Findings The conceptual model systematically interprets the results of the literature review and identifies the relationships between archetypes, driving factors and proxies of the rent/alignment effect of executive SOs. It highlights that, given ownership archetypes, effective (ineffective) governance practices drive the alignment (rent) aim of SOs as proxied by the optimal (non-optimal) plan design. Practical implications This paper supports compensation committees in selecting the SO characteristics that better attract investors and retain executives. Moreover, it guides future policy making interventions aiming at mitigating the rent-extraction effect of SOs. Originality/value The paper highlights that the governance determinants of SO aims can be effectively classified as archetypes or drivers of rent-extracting and aligning outcomes of these remuneration tools. Moreover, it offers a useful framework to guide future research efforts by providing a comprehensive interpretation of the relationships between ownership archetypes, driving factors and proxies of SO effects.

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Sussman, Lyle. "Prejudice and Behavioral Archetypes: A New Model for Cultural-Diversity Training." Business Communication Quarterly 60, no. 1 (March 1997): 7–18. http://dx.doi.org/10.1177/108056999706000101.

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Cultural-diversity training programs typically incorporate discussions of why some organizational acts and actors are seen as offensive while others are not. Invariably these discussions elicit perceptions and attributions of the actor's intent and interpersonal style. This paper presents a new model, incorporating intent and style into four archetypes. The archetypes are discussed in detail as are implications for designing and conducting cultural-diversity training.

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Kavvadia, Helen. "Using Business Models beyond Business." World Journal of Business and Management 7, no. 1 (March 24, 2021): 27. http://dx.doi.org/10.5296/wjbm.v7i1.18137.

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Business models describe the way organizations create and deliver value necessary for their existence. In the mid-1990s, they arose as a buzzword relating to the development of “dot-com” firms and their hunt for capital. The theory and application of business models have focused on business.Consequently, the definitions and archetypes of business models proposed in the extant literature have addressed profit-making organizations. This paper argues that business models are equally useful in the establishment, evolution, and analysis of non-profit organizations. Moreover, there is a real need for these models, as non-profit organizations are part of the national and international economic governance. Thus, the paper reframes business models through a non-entrepreneurial lens and proposes a new archetype with generalized applicability to all organizations, whether for-profit, non-profit, public, or private. A “hybrid” archetype is developed, synthesizing existing business model archetypes while extending their reach to better embrace the overarching core logic of organizations, reflecting the political mandate of not-for-profit entities and the business remit of firms. The validity of the proffered archetype is tested on two international not-for-profit organizations and serves well as a conceptual map of their decision-making and policy-making activity. Furthermore, the testing process demonstrates that business models, when devised externally and retrospectively, can be equally well used in hindsight as organizational analysis tools, possibly conjointly with other methods.

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Ainsbury, Ronald Endley. "EMBEDDING SUSTAINABLE BUSINESS PRACTICE: A BETTER BUSINESS MODEL." Journal of Positive Management 6, no. 2 (April 15, 2016): 72. http://dx.doi.org/10.12775/jpm.2015.011.

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D’Ippolito, Beatrice, Antonio Messeni Petruzzelli, and Umberto Panniello. "Archetypes of incumbents’ strategic responses to digital innovation." Journal of Intellectual Capital 20, no. 5 (November 11, 2019): 662–79. http://dx.doi.org/10.1108/jic-04-2019-0065.

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Purpose The purpose of this paper is to explore how incumbents adapt their business models in response to digital innovation whose impact is either incremental or radical and source industry is either their own industry or other industries. The authors propose a conceptual matrix that is built on these two dimensions. Design/methodology/approach The authors build examples of four multinational incumbents operating in different sectors and known for their forefront approach to digital innovation to populate the matrix. Cases were chosen because of their polar nature that could provide variation in the two dimensions. The authors draw on a variety of qualitative secondary data sources to build the cases. Findings The study reveals how incumbents’ response to digital technologies (DTs) may differ depending on the resources or assets (including knowledge-based ones) that need mobilising. Business model changes and innovations may require full reconfiguration of a firm’s activity system; hence, one business model may be preferred to others depending on how burdensome the reconfiguration process will be. Research limitations/implications As the study is exploratory in nature, the anecdotal evidence provided in the paper are only some of the possible strategic responses of firms. Future studies may further into the dimensions the authors identified by empirically testing their validity with primary data. Practical implications The research offers managers and executives of incumbent firms a clear indication as to which elements of their business model ought to be adapted given the opportunities as well as the challenges brought about by DTs. Originality/value This research has explored incumbents’ response to DTs by primarily focusing on the nature and source industry of the underpinning innovation, besides any consideration of the drivers or processes that may lead to business model change.

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Geissdoerfer, Martin, Doroteya Vladimirova, and Steve Evans. "Sustainable business model innovation: A review." Journal of Cleaner Production 198 (October 2018): 401–16. http://dx.doi.org/10.1016/j.jclepro.2018.06.240.

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Thomas, Howard, and Kai Peters. "A sustainable model for business schools." Journal of Management Development 31, no. 4 (April 6, 2012): 377–85. http://dx.doi.org/10.1108/02621711211219031.

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Chang, Jing. "Sustainable Business Model: A Bibliometric Study." E3S Web of Conferences 218 (2020): 02010. http://dx.doi.org/10.1051/e3sconf/202021802010.

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Sustainability issues make the transformation to a more sustainable business model increasingly desirable. This study aims to analyze the literatures on SBM to provide a systematic review of the current status of the SBM literatures. This paper uses visual bibliometrics and comparative research methods to carry out collaboration, co-citation, and co-occurrence analyses of the literatures from the Web of Science by CiteSpace. Compared with the existing literature reviews of SBM, this paper makes a set of knowledge maps and analyzes visual results based on BMI-3 category framework to show the features of literatures, the future trend and the potential approaches contributing to SBM. It is the first study to present the major clusters to reveal their associated intellectual bases and research fronts in SBM.

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Shakeel, Jawaria, Abbas Mardani, Abdoulmohammad Gholamzadeh Chofreh, Feybi Ariani Goni, and Jiří Jaromír Klemeš. "Anatomy of sustainable business model innovation." Journal of Cleaner Production 261 (July 2020): 121201. http://dx.doi.org/10.1016/j.jclepro.2020.121201.

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Liu, Chun Hsien, Ming-Chao Chen, Yi-Hsien Tu, and Chu-Ching Wang. "Constructing a sustainable service business model." International Journal of Physical Distribution & Logistics Management 44, no. 1/2 (March 3, 2014): 80–97. http://dx.doi.org/10.1108/ijpdlm-02-2013-0039.

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Purpose – The purpose is to conceptually construct a service-dominant (S-D) logic-based integrated product service system (IPSS) business model. Design/methodology/approach – The model is constructed through literature reviews and inferences. Findings – IPSS model is in compliance with the ten fundamental premises of S-D logic as well as conforming to triple bottom lines of sustainability. Research limitations/implications – To convert a firm from goods-centric model to service-centric IPSS model is not easy. There are quite a few challenges to be overcome. Practical implications – There are many successful cases adopting service-centric business model. The key success factors are to be identified in the future studies. Originality/value – It is the first paper discussing the sustainability of IPSS model and its relationship with S-D logic.

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Pieroni, Marina P. P., Tim C. McAloone, and Daniela C. A. Pigosso. "From theory to practice: systematising and testing business model archetypes for circular economy." Resources, Conservation and Recycling 162 (November 2020): 105029. http://dx.doi.org/10.1016/j.resconrec.2020.105029.

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Woolley, Jennifer, Albert Bruno, and Eric Carlson. "Social Venture Business Model Archetypes: Five Vehicles for Creating Economic and Social Value." Journal of Management for Global Sustainability 1, no. 2 (August 28, 2013): 7–30. http://dx.doi.org/10.13185/jm2013.01202.

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de Oliveira, Renan P., Alessandro V. M. Oliveira, and Gui Lohmann. "A Network-Design Analysis of Airline Business Model Adaptation in the Face of Competition and Consolidation." Transportation Science 55, no. 2 (March 2021): 532–48. http://dx.doi.org/10.1287/trsc.2020.1025.

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By focusing on the intrinsic relationship between business models and network configurations in the airline industry, this paper develops a two-stage methodology to estimate the strategic drivers of network design of the major carriers in Brazil. The empirical approach decomposes their domestic network-building rationales into the ones adopted by virtual archetypical carriers. We consider the previously conceived low-cost, full-service, and regional carrier archetypes. Our main contribution is the development of a model that allows airlines’ networks to be strategically designed in a time-evolving pattern, reflecting a dynamically chosen blend of these archetypes. Moreover, we also consider the effects that mergers and acquisitions may have had in inducing changes in these blends. Our results suggest that all analyzed airlines have repositioned themselves through their trajectories to adopt a hybrid configuration, aiming at the intersection of at least two archetypical network-design rationales. Besides, the effects of consolidations point to certain diversions of the acquiring airlines’ domestic network-building rationales toward the ones of the acquired carriers, providing evidence that the consolidations may have served as stepping stones for market-repositioning moves.

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Trotter, Philipp, and Aoife Brophy Haney. "Supporting Business Model Innovation for Sustainable Development." Academy of Management Proceedings 2020, no. 1 (August 2020): 19798. http://dx.doi.org/10.5465/ambpp.2020.19798abstract.

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Lüdeke-Freund, Florian, Sarah Carroux, Alexandre Joyce, Henning Breuer, and Lorenzo Massa. "Developing a Sustainable Business Model Pattern Language." Academy of Management Proceedings 2018, no. 1 (August 2018): 14771. http://dx.doi.org/10.5465/ambpp.2018.14771abstract.

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Zhao, Fang. "Siemens’ business excellence model and sustainable development." Measuring Business Excellence 8, no. 2 (June 2004): 55–64. http://dx.doi.org/10.1108/13683040410539436.

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Jabnoun, Naceur. "A proposed model for sustainable business excellence." Management Decision 58, no. 2 (November 19, 2019): 221–38. http://dx.doi.org/10.1108/md-06-2018-0691.

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Purpose The purpose of this paper is to develop an excellence model that combines noble ends and noble means to achieve sustainable business excellence (SBE). Design/methodology/approach The general framework of existing excellence models is used to develop the new model. Relevant literature on business excellence and current business and economic trends such as constructive capitalism, conscious capitalism, shared value, values-driven organizations and corporate governance are used to develop the basic concepts of the model. The criteria and the assessment method of the model are then developed based on the basic concepts. Findings This paper proposes a model for SBE. This model is aligned with conscious capitalism, constructive capitalism, shared value, values-driven organizations and corporate governance. The paper includes a comparison between this model and the most popular excellence models. Research limitations/implications This paper paves the way for more empirical and theoretical research on stakeholders’ business excellence models. Practical implications This model can be adopted by different national and international excellence awards. The adoption of this model can improve the benefits of shareholders, partners, customers, employees and the society at large. Implementing this model may be effective in transferring knowledge about conscious capitalism, values-driven organization and corporate governance to corporations worldwide. Social implications This may contribute to protecting the environment and reducing economic inequalities that have caused political and social instability. Originality/value Excellence models have been widely used with significant success all over the world. Although these models paid attention to customers and employees, they still reflect traditional capitalism that focuses on shareholders’ value. This model is aligned to new economic trends that foster sustainability and improve benefits of all stakeholders.

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Villalobos Araya, Rodrigo. "School “Brillo de Luna”: sustainable business model." Emerald Emerging Markets Case Studies 10, no. 1 (January 2, 2020): 1–22. http://dx.doi.org/10.1108/eemcs-11-2019-0314.

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Learning outcomes In entrepreneurship courses, the case would allow discussing the contribution of social innovation. On the other hand, in strategy courses the case would allow proposing the business model for a social enterprise, to evaluate the creation, delivery and capture of value of a social enterprise. Depending on the course and approach you want to give to the case discussion, it can serve as support for the following objectives: arguing the contribution of social innovation to solve problems in a region; propose the resources and value proposition of the business model of a social enterprise; and attitudes promotion: understand the importance of ethics and responsibility in the development of social enterprises. Case overview/synopsis The case addresses the opportunity of the school “Brillo de Luna,” when developing social entrepreneurship, which requires projection, evaluation and management support. In this context, the director of the school must propose a business model that is sustainable in the long-term in the market and that generates shared value. The institutional relationship of the school “Brillo de Luna” with the Cristalchile company, through the social entrepreneurship of glass recycling, could generate economic, environmental and social value to the school community and the company. Complexity academic level Courses in which the case could be applied: entrepreneurship and strategy. Supplementary materials Teaching Notes are available for educators only. Subject code CSS 3: Entrepreneurship.

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Holtström, Johan, Charlotte Bjellerup, and Johanna Eriksson. "Business model development for sustainable apparel consumption." Journal of Strategy and Management 12, no. 4 (November 1, 2019): 481–504. http://dx.doi.org/10.1108/jsma-01-2019-0015.

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Purpose The purpose of this paper is to identify key aspects of business model development for sustainable apparel consumption, as actors show an increasing interest in product‒service systems. This purpose should be seen from a retailers’ perspective so as to develop sustainable solutions for long-term survival in the apparel industry when meeting consumer preferences for fashion as well as an increasing interest in consuming less. Further, this is from a perspective in an economy where sharing and circularity are potential drivers for changing consumer patterns. Design/methodology/approach The study is based on the apparel retailer Houdini Sportswear and its business model development from a traditional model of selling sportswear to a more future-oriented model where sustainability is more salient. The data for analysis were collected through interviews with employees within the studied company. The interviews have been guided by overarching themes covering relevant areas of interest for this study. Findings Overall, the paper shows how sustainability can be included in strategic development, from product idea, product development, production and sales/rental to repair, reuse and finally recycling. The paper also highlights potential obstacles in a developed business model with increased sustainability, including technological platforms, distribution networks for collecting and returning products and consumer consumption preferences. There are a few intertwined factors to be considered on different societal levels to achieve long-term success. Originality/value This study contributes an increased understanding of how more sustainable solutions can be included when developing business models. While the manufacture, distribution and consumption of clothes have an impact on the environment, some retailers and producers want to reduce this environmental impact. One alternative is to change the way clothes are consumed, to include more sharing and circularity.

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Sinkovics, Noemi, Denanjalee Gunaratne, Rudolf R. Sinkovics, and Francisco-Jose Molina-Castillo. "Sustainable Business Model Innovation: An Umbrella Review." Sustainability 13, no. 13 (June 29, 2021): 7266. http://dx.doi.org/10.3390/su13137266.

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The purpose of this paper is to conduct an umbrella review of systematic literature reviews of sustainable business model innovation. Despite its relative novelty, sustainable business model innovation is a multifaceted phenomenon. Our aim is to capture the different manifestations of sustainable business model innovation and organise their antecedents and outcomes into an integrative framework. The Web of Science database was used to identify existing systematic literature reviews. The final sample for analysis comprised 57 review articles published up to March 2021. The qualitative data analysis software NVivo was used to facilitate the analysis.

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KARMAN, AGNIESZKA. "TOWARDS CRYSTALLIZING CIRCULAR BUSINESS MODELS: A CRITICAL ANALYSIS OF LITERATURE." Journal of Sustainability Science and Management 15, no. 6 (August 30, 2020): 175–94. http://dx.doi.org/10.46754/jssm.2020.10.001.

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Circular Economy (CE) can be promoted and supported by the creation of new and innovative business models which embed CE principles into organisations’ value chains. This paper provides a review of approaches to the circular business model (CBM). We conducted a literature review, including content analysis, and examined publications (51 papers) on circular business models published in English in peerreviewed journals. Our objective was to provide an overview and systematize the stateof-the-art in CE-oriented business model approaches. The following research questions were posed in relation to the objective: Which sub-processes and components are included in the Circular Business Models (CBM)? Which CBM archetypes have already been established? Which strategies and other factors support the creation/ transformation of the CBM? The results of the studies were presented in five areas encompassing the following: 1) development (including the methodologies of development and transformation), value proposition, creation and delivery, 2) CBM archetypes, 3) circular strategies, 4) the determinants of development and transformation of business models for CE. The paper contributes to the improved understanding of circular business models. It consolidates related research by offering an overarching conceptual framework. It also points to the directions of future research.

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Grant, Terri, and Gaontebale Nodoba. "Sustainable Business Practices for Sustainable Futures." International Journal for Innovation Education and Research 1, no. 4 (December 31, 2013): 10–22. http://dx.doi.org/10.31686/ijier.vol1.iss4.122.

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The Professional Communication Unit (PCU) at the University of Cape Town (UCT) has developed innovative, multimodal teaching approaches that aim to contribute to the notion of corporate citizenship. Two separate course partnerships strive to equip senior commerce students with graduate attributes valued in business and government. Course one involves a partnership with environmental consultants who collaborate with staff to mentor students during their institutional investigation of sustainable business practices. Course two involves collaboration between students, staff and small business owner-managers. It focuses on sustainability practices of the chosen SME in relation to the triple bottom line. The model aims to prepare students for societal challenges in the workplace and to offer technical support to these SMEs to increase their competitiveness. In the wake of global financial and environmental crises, this article amplifies the need for collaborative partnering as all constituents aim to remain relevant and sustainable in the 21st century.

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Anton, Eduard, Thuy Duong Oesterreich, Julian Schuir, Leslie Protz, and Frank Teuteberg. "A Business Model Taxonomy for Start-Ups in the Electric Power Industry — The Electrifying Effect of Artificial Intelligence on Business Model Innovation." International Journal of Innovation and Technology Management 18, no. 03 (May 2021): 2150004. http://dx.doi.org/10.1142/s0219877021500048.

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Artificial intelligence (AI) serves as a technological driver for business model innovation by guiding decisions and automating services, thereby leveraging efficiency-enhancing and profitable business practices. Especially in the electric power industry, a multitude of start-ups have entered the market offering disruptive AI-based services. However, there has been little research to date on what concrete business models result from the diffusion of AI and how these might be classified. In view of this research gap, this paper contributes to a better understanding of start-ups in the electric power industry that use AI technologies by systematically developing a business model taxonomy. In addition, we conducted 12 semi-structured interviews with domain experts for the evaluation step and validated the robustness of the taxonomy based on cluster analysis to identify common business model archetypes. Finally, we derived and discussed the academic and practical implications of our research and highlighted future research avenues.

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Hajiheydari, Nastaran, Mojtaba Talafidaryani, SeyedHossein Khabiri, and Masoud Salehi. "Business model analytics: technically review business model research domain." foresight 21, no. 6 (November 11, 2019): 654–79. http://dx.doi.org/10.1108/fs-01-2019-0002.

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Purpose Although the business model field of study has been a focus of attention for both researchers and practitioners within the past two decades, it still suffers from concern about its identity. Accordingly, this paper aims to clarify the intellectual structure of business model through identifying the research clusters and their sub-clusters, the prominent relations and the dominant research trends. Design/methodology/approach This paper uses some common text mining methods including co-word analysis, burst analysis, timeline analysis and topic modeling to analyze and mine the title, abstract and keywords of 14,081 research documents related to the domain of business model. Findings The results revealed that the business model field of study consists of three main research areas including electronic business model, business model innovation and sustainable business model, each of which has some sub-areas and has been more evident in some particular industries. Additionally, from the time perspective, research issues in the domain of sustainable development are considered as the hot and emerging topics in this field. In addition, the results confirmed that information technology has been one of the most important drivers, influencing the appearance of different study topics in the various periods. Originality/value The contribution of this study is to quantitatively uncover the dominant knowledge structure and prominent research trends in the business model field of study, considering a broad range of scholarly publications and using some promising and reliable text mining techniques.

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Bocken, Nancy, Frank Boons, and Brian Baldassarre. "Sustainable business model experimentation by understanding ecologies of business models." Journal of Cleaner Production 208 (January 2019): 1498–512. http://dx.doi.org/10.1016/j.jclepro.2018.10.159.

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Talonen, Tapani, and Kari Hakkarainen. "Elements of Sustainable Business Models." International Journal of Innovation Science 6, no. 1 (March 1, 2014): 43–54. http://dx.doi.org/10.1260/1757-2223.6.1.43.

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The authors present the elements constituting an advantageous business model, and suggest how to achieve that competitive edge. They argue that traditional innovation processes with funnelling front-end, stage-gate with go/kill decisions, and similar processes have inherent limitations in such an inclusive concept. They propose an alternative approach, driven by strategic business options. A business model, like everything else, has a limited life span. Anew model requires radical changes in thinking and logics. Still, the move is not easy, and most attempts will fail. The right timing is tricky, plans to abandon an existing model might feel dispiriting, and the necessity to change can be blinded by past successes. This article discusses these complex aspects and the steps needed to overcome them. Finally, in ever-changing business competition it is not realistic to constantly renew inside-out. Instead, for a company to survive, its business model must have a very important quality known as resilience. This article is based on the authors' extensive practical experience in a global business environment, as well as on their academic work.

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Jensen, Per Anker. "Business models in facilities management value chains." Journal of Corporate Real Estate 21, no. 4 (November 11, 2019): 307–23. http://dx.doi.org/10.1108/jcre-07-2019-0034.

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Purpose This paper aims to identify typical sourcing strategies and business models in facilities management (FM) and map archetypes of value chains with complementary sourcing strategies and value chains. Design/methodology/approach The paper is based on literature and case studies from previous research. Theoretically, the paper takes a generic value chain as a starting point together with the recent ISO standard on sourcing process and a business model framework. A conceptual framework is developed and typical sourcing strategies and business models for FM are investigated. Archetypical value chains are established by a combination of sourcing strategies and business models. Findings The paper identifies eight archetypes of FM value chains divided in three groups according to whether the core business organisation occupies rented facilities and owned facilities or has facilities operation as a core business like serviced office providers, etc. Practical implications The results can be used on a general level by everybody who need to get an overview and understanding of the complex structure of the FM sector. Furthermore, the results can help all parties involved in the FM value chain to get a clearer understanding of their position in the chain and help them develop their sourcing strategies and/or business model, depending on their type of organisation. Originality/value While there is a huge amount of literature on sourcing in FM, there has only been limited research on business models and value chains in FM. The paper is original in combining an investigation of sourcing strategies, business models and value chains in FM.

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PD, Joseph. "Sustainable Coastal Tourism Model." Atna - Journal of Tourism Studies 12, no. 1 (November 16, 2017): 46–61. http://dx.doi.org/10.12727/ajts.17.4.

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Sun, Sand and Sea are the three ‘Mantras’ which make a destination explored from unexplored, and popular from unpopular. Seaside tourism and recreation have rapidly increased in recent decades, becoming a "big business" and a primary contributor to the Gross Domestic Product (GDP) of several countries.Coastal areas are thickly populated worldwide, putting the coastal environment in danger.

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Alwadani, Rawa, and Nelson Oly Ndubisi. "Sustainable family business." International Journal of Manpower 41, no. 7 (October 25, 2019): 945–65. http://dx.doi.org/10.1108/ijm-08-2019-0359.

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Purpose Family centered non-economic (FCNE) goals, such as environmental and social goals, are sometimes strenuous to “sell” to non-family members in a family business, and are often open to resistance. The purpose of this paper is to identify socio-psychological mechanisms for achieving FCNE goals because, in addition to economic goals, they are the other two components of the triple bottom line. Design/methodology/approach Through a juxtaposition of the literature on family businesses, and the theories of mindfulness and psychological ownership, this paper argues for the facilitating roles of family involvement and mindful organizing in the achievement of FCNE goals. An example of how a Kuwaiti oil company implements these ideas is appended. Findings A moderated link between family involvement, mindful organizing and FCNE goal of environmental sustainability. Besides its direct effect on environmental sustainability, mindful organizing also has a potential mediating role in the relationship between family involvement and environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness will moderate the relationship between mindful organizing and the achievement of environmental sustainability goals. Research limitations/implications The paper presents ten propositions and argues that three types of family involvement (ownership, management and inter-generational), together with non-family engagement (through mindful organizing) would lead to success in achieving the FCNE goal of environmental sustainability. Psychological ownership, environmental sensitivity and individual mindfulness are potential moderators. Practical implications The paper suggests some key drivers of FCNE goal of environmental sustainability as well as several contingent factors. Applicable to family businesses, owners and/or managers of similar firms can apply knowledge from this study in the pursuit of environmental sustainability. Originality/value The paper’s model advances the current understanding of the link between family involvement, mindful organizing, environmental sustainability, psychological ownership, environmental sensitivity and individual mindfulness in the context of family business. The paper further suggests new future research directions.

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Wang, Haitong, Ziyi Cheng, and Hongyan Li. "Predictive model of effective sustainable operation for sustainable development of enterprises." E3S Web of Conferences 214 (2020): 02044. http://dx.doi.org/10.1051/e3sconf/202021402044.

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Business forecasting has a very important impact on the future development of listed companies. Especially in the current era of information, corporate financial information disclosure is more comprehensive, so a reasonable business forecasting model is particularly important in the market. For the study of business operation forecasting models, Chinese scholars have achieved relevant results. This article is mainly based on the existing models for innovation and development. By establishing two models, SR + CART and ANN + CART, and testing their prediction accuracy, it provides a more diverse and reasonable tool for business forecasting, which is beneficial to the efficient development of capital market. The results show that the ANN + CART model has higher prediction accuracy, and the overall prediction accuracy is 92%.

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Journal articles on the topic 'Sustainable business model archetypes'

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