Stakeholders' involvement in establishing sustainable business models

2020 ◽  
Vol 122 (5) ◽  
pp. 1671-1691 ◽  
Author(s):  
Mariantonietta Fiore ◽  
Antonino Galati ◽  
Jarosław Gołębiewski ◽  
Nina Drejerska
Keyword(s):  
Business Model ◽  
Business Models ◽  
Dominant Role ◽  
Economic Value ◽  
Theoretical Assumption ◽  
Sustainable Business ◽  
Content Type ◽  
Customer Expectations ◽  
Social Environmental ◽  
Dairy Cooperatives

PurposeCooperatives play a dominant role in the European dairy sector. The aim of the study is to define a sustainable business model of dairy cooperatives and explore how stakeholders can contribute to innovation processes generated in this ecosystem.Design/methodology/approachStarting from theoretical assumption and investigation of three major cooperatives located in an ecological agricultural Poland region, known also as “Green Lungs of Poland,” the authors propose a sustainable business model where the role stakeholders in the value co-creation is emphasized.FindingsThe findings of this paper show how the involvement of various stakeholders by the cooperatives contributes to the development of innovations that meet customer expectations, thereby concurring to the creation of social, environmental and economic value.Originality/valueThis paper formulates a business model integrating theoretical assumptions from the literature review with empirical evidence by exploring the roles of stakeholders that contribute and incorporate innovation, responsibility and sustainability into the core of activities of cooperatives.

Crowdsourcing business models that last

2017 ◽  
Vol 38 (2) ◽  
pp. 25-32 ◽  
Author(s):  
Thomas Kohler ◽  
Marco Nickel
Keyword(s):  
Business Model ◽  
Business Models ◽  
Comparative Case Study ◽  
Corporate Value ◽  
Sustainable Business ◽  
Value Capture ◽  
Content Type ◽  
Original Contribution ◽  
Practical Implications

Purpose The purpose of this paper is to discuss how to sustain crowdsourcing business models. Emerging companies are innovating their business model to rely on a crowd of participants and involve contributing users in value capture. While some organizations demonstrate initial success, sustaining a crowdsourcing business model is challenging. Design/methodology/approach The study is based on a comparative case study of the prominent crowdsourcing communities Threadless and Quirky. Participatory observation resulted in over 380 analyzed comments. Findings Seven lessons from Threadless’s success and Quirky’s failure are discussed to derive implications for sustaining crowdsourcing business models. Research limitations/implications Because both cases are integrator platforms build around contests, other crowdsourcing platform types should be studied to enrich the findings. Practical implications Managers receive guidance on how to design a sustainable business model that involves the crowd in creating value and lets the crowd participate in value capture. Originality/value Current research primarily addresses the question of how companies can take advantage of crowdsourcing and mainly considers corporate value capture. The original contribution of this article is a set of strategies to sustain crowdsourcing platforms by taking a platform’s entire business model into account.

Entrepreneurship, innovation, digitization and digital transformation toward a sustainable growth within the pandemic environment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sorin Gavrila Gavrila ◽  
Antonio De Lucas Ancillo
Keyword(s):  
Business Models ◽  
Economic Value ◽  
Economic Recession ◽  
Digital Transformation ◽  
Sustainable Growth ◽  
Business Growth ◽  
Sustainable Business ◽  
Society Business ◽  
Content Type ◽  
Secondary Information

PurposeThe coronavirus disease 2019 (COVID-19) pandemic has taken society, business and industries by surprise leading to a worldwide economic recession, pushing organizations to rethink their business model in order to shift from activity shutdown toward sustainable growth. The purpose of this research is to comprehend the implications and relationship between entrepreneurship, innovation, digitization and digital transformation aspects as the levers to achieve this goal.Design/methodology/approachFollowing the existing literature, an empirical approach has been established involving a quantitative analysis of secondary information obtained from official datasets and reports.FindingsThe COVID-19 pandemic was found to be an unfortunate accelerator regarding both consumers' habits and organizations' innovation and digital transformation, breaking with the past leading to new sustainable growth business models.Practical implicationsThe research provides an underlying outcome that addresses how wealth and economic value could be generated within the framework of new economic models in a post-pandemic environment.Originality/valueThe research highlights how the pandemic has disrupted what was known about sustainable business growth, and how this affects the future of business beyond the pandemic scenario, transforming the way society, businesses and customers interact.

Sustainable Business Models of Companies

2021 ◽  
pp. 44-60
Author(s):  
Anna Spoz
Keyword(s):  
Literature Review ◽  
Business Model ◽  
Business Models ◽  
Synthetic Methods ◽  
Limiting Factors ◽  
Sustainable Business ◽  
Economic Changes ◽  
Sustainable Business Models ◽  
Social Environmental ◽  
Depth Interviews

In a quest for sources of competitive advantage, an insightful tracking and tracing of the changes that take place in their micro and macro environment is a core competence for enterprises to catch up with market trends. Social and economic changes as well as the growing awareness of the negative anthropogenic impact on the climate and the environment increasingly make today's business models evolve towards sustainability. The aim of this chapter is to analyze the concept of a sustainable business model based on the literature review and then to distinguish the driving and limiting factors behind its implementation in enterprises. Based on an empirical study carried out, a diagnosis will be put forward for the awareness of enterprises as regards the business model pursued and the willingness to integrate social, environmental, and governance aspects. The research methods used in this study relied on critical literature review; descriptive, analytic, and synthetic methods; along with in-depth interviews.

How smart technologies can support sustainable business models: insights from an air navigation service provider

2020 ◽  
Vol 58 (8) ◽  
pp. 1715-1736 ◽  
Author(s):  
Raffaele Fiorentino ◽  
Francesco Grimaldi ◽  
Rita Lamboglia ◽  
Alessandro Merendino
Keyword(s):  
Business Model ◽  
Service Provider ◽  
Business Models ◽  
Adoption Process ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models ◽  
Navigation Service ◽  
Smart Technologies

PurposeAlthough research on smart technologies explains their critical importance in sustainable business models (SBMs) (Mikalef et al., 2017), it remains unclear how organisations can embrace smart technologies to create and/or improve their sustainable business models. The purpose of this paper is to unravel and address the challenges of smart technologies to build and maintain a sustainable business model for organisations.Design/methodology/approachThe research develops an empirical analysis through a case study approach. We have investigated the case of ENAV – an Italian air navigation service provider – and how this firm uses smart technologies in the creation of its successful SBM. After constructing a basic theory, the authors moved to evidence collection. The data analysis has adopted a qualitative approach based on a thematic analysis of the transcripts and related documents.FindingsThe findings from the case study support the idea that the business value and the strategic relevance of smart technologies still remain largely underestimated in SBM adoption (Mikalef et al., 2017). Case study findings suggest that until today smart technologies have played a minimal role in SBM adoption. However, the smart technologies show the potential to inform the SBM adoption process by contributing to corporate communication for external stakeholders and to the main dimensions of SBMs such as safety and security or the respect for social and environmental criteria in the supply chain.Practical implicationsThis study seeks to support organisations and their directors to build and improve sustainable business models through smart technologies to maintain their competitive advantages. Specifically, our findings suggest that smart technologies can help organisations bridge the design–implementation gap of sustainable business models.Originality/valueThis research advances our understanding of the role of smart technologies by explaining how they can enhance sustainable business model adoption. Indeed, we offer a comprehensive view of the integration of insights from three different but related literature streams such as sustainability strategies, smart technologies and change management studies.

scholarly journals Business model innovation and value-creation: the triadic way

2018 ◽  
Vol 29 (5) ◽  
pp. 883-906 ◽  
Author(s):  
Tor Wallin Andreassen ◽  
Line Lervik-Olsen ◽  
Hannah Snyder ◽  
Allard C.R. Van Riel ◽  
Jillian C. Sweeney ◽  
...  
Keyword(s):  
Business Model ◽  
Design Methodology ◽  
Business Models ◽  
Research Question ◽  
Conceptual Modeling ◽  
Sustainable Business ◽  
Content Type ◽  
New Business ◽  
The Relationship ◽  
Is Value

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.

CEO characteristics and sustainability business model in financial technologies firms

2020 ◽  
Vol 58 (8) ◽  
pp. 1779-1799
Author(s):  
Giuseppe Sannino ◽  
Ferdinando Di Carlo ◽  
Manuela Lucchese
Keyword(s):  
Business Model ◽  
Business Models ◽  
Demographic Characteristics ◽  
Quantitative Methodology ◽  
Sustainable Business ◽  
Internal Governance ◽  
Content Type ◽  
Corporate Leaders ◽  
Sustainable Business Models ◽  
Ceo Characteristics

PurposeThis paper aims to investigate and discover the demographic characteristics of corporate leaders (CEOs) in Fintech sector firms representing the implementation of the sustainable business model. Particularly, the purpose is to identify a benchmark profile of CEOs and to understand which are the main features (e.g. age, tenure, education specification, education level, gender, nationality, years of entrepreneurship, years in financial functions, years in IT functions), giving more opportunity to develop and maintain sustainable business models using innovative platforms.Design/methodology/approachThe research questions are answered through a quali-quantitative methodology using descriptive and statistical approaches. The researchers collected a sample of 100 Fintech firms from the main Fintech firms in 2018 identified by the annual KPMG Report (2019). Thus, the research observed and tested the average level of the major CEO demographic features. Additionally, the paper explored whether these variables have a major probability to affect Fintech leading.FindingsAssuming a relevant part of Fintech firms, the main results of this paper show the relevance of several CEO demographic characteristics. Additionally, the age, the tenure and the presence of an MBA are significant elements in affecting Leading companies.Originality/valueThe paper is novel because it contributes to the literature examining the internal governance and sustainable business model, still not explored. Moreover, this study contributes to identifying the CEO demographic characteristics that foster financial institutions' transition towards sustainable business models.

The last breath of glassblowing?

2019 ◽  
Vol 9 (3) ◽  
pp. 1-27
Author(s):  
Jana Badran ◽  
Amale Kharrouby ◽  
Abdel-Maoula Chaar
Keyword(s):  
Strategic Management ◽  
Learning Outcomes ◽  
Business Model ◽  
Business Models ◽  
Business Students ◽  
Core Competencies ◽  
Case Series ◽  
Sustainable Business ◽  
Content Type ◽  
Her Family

Learning outcomes The learning outcomes are as follows: identify how tools and frameworks of strategic management can be applied to understand the evolution of the timeline of a firm; analyse the core competencies and weaknesses of a firm and understand their relevance in strengthening the competitive advantage of a firm; and design appropriate business models that are grounded in an integrated strategic analysis. Case overview/synopsis The case series traces the attempts of Nisrine Khalifeh to save her family’s ailing Lebanese artisan micro-enterprise that produces handmade glass blown jars, jugs and cups. Despite their unique traditional know-how in glassblowing, The Khalifeh struggle to survive since the early 2000s until today in a context of a growing concurrence by more competitive glass products. After each triggering event faced by the Khalifeh firm, Nisrine’s exploits opportunities offered to her in an archaic business model approach that provides short business solutions. Nisrine seems not to realize that her business approach is just keeping her family business from dying today instead of tomorrow while keeping it on the verge of going under. Facing an additional dilemma, she is challenged to realize how competitive and sustainable the Khalifeh business model is, and which actions she should take to withstand the competitive threats. More sustainable business options exist to this traditional micro-enterprise which carries a strong growth rate potential if sustainable business models are developed and deployed using key tools and frameworks of strategic management analysis. Complexity academic level Undergraduate Business Students, Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes. Subject code CSS 11: Strategy.

scholarly journals Sustainable Business Models for Informal Charcoal Producers in Kenya

2021 ◽  
Vol 13 (6) ◽  
pp. 3475
Author(s):  
Doris Mutta ◽  
Larwanou Mahamane ◽  
Chemuku Wekesa ◽  
Godwin Kowero ◽  
Anders Roos
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Economic Value ◽  
Forest Degradation ◽  
Sustainable Business ◽  
Value Capture ◽  
Middle Income ◽  
Individual Interviews ◽  
Negative Impacts

The sustainable business model (SBM) concept requires enterprises to integrate sustainability aspects in their planning and operations. Although 60% of the global working population make their living in the informal sector mostly in low-and middle income countries, the potential for SBMs has rarely been analyzed for this category. This study explores the SBMs of informal charcoal-producing enterprises in coastal Kenya. It describes key business-model components: value proposition, value creation and delivery, and economic value capture. Impact and dependency on sustainability-related indicators were also studied. Data were obtained through individual interviews, focus-group discussions, and workshops for charcoal producers and other relevant stakeholders. Findings demonstrated that charcoal enterprises, despite their informal status, adopt elaborate business models. The incomes positively affect several Sustainable Development Goals (SDGs) by reducing, if not eradicating, poverty and supporting basic livelihood needs. Examples of negative impacts on some SDG include the activity’s contribution to forest degradation. Feedback impacts, where SDG status influence the informal enterprises’ opportunities were also identified. The SBM model contributes to the development of a balanced sustainability transition of the charcoal sector. We suggest further analyses of the role of informal enterprises in the bioenergy sector for sustainable development and how their SBMs could be improved.

scholarly journals Can digitalization favour the emergence of innovative and sustainable business models? A qualitative exploration in the automotive sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chiara Acciarini ◽  
Fernando Borelli ◽  
Francesca Capo ◽  
Francesco Cappa ◽  
Chiara Sarrocco
Keyword(s):  
Business Model ◽  
Social Impact ◽  
Business Models ◽  
New Technologies ◽  
Two Dimensions ◽  
Automotive Sector ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models

PurposeThe purpose of this paper is to explore the role of the digitalization phenomenon in the development of innovative business models that are sustainability oriented. Thus, the authors aim to understand whether the presence of digitalization forces companies to create, capture and deliver value in new ways, focusing on their social impact.Design/methodology/approachThrough the analysis of a case study in the automotive sector, the authors provide evidence that both digitalization and sustainability need to be considered to adequately innovate business models. Moreover, these two dimensions are interrelated, and therefore digitalization sustains sustainability and vice versa.FindingsBy inductively investigating the evolutionary path along which companies tend to adapt their business models to digitalization and sustainability trends, the authors found that this innovative transformation needs to be as sustainable as possible in order to offer benefits to organizations, customers and society at large. Furthermore, the authors revealed that, at least in the automotive sector, companies and customers are aware of the remarkable consequences of digitalization; however, they are still uncertain regarding the actual adoption of new technologies.Originality/valueThe literature on business model innovation is quite extensive. However, the role of digitalization in developing sustainable business models to achieve a competitive advantage has been overlooked. This study suggests that, within a specific context, forging a value network of stakeholders is helpful when innovating a business model with a sustainability orientation.

Towards a conceptual framework for sustainable business models in the food and beverage industry

2019 ◽  
Vol 122 (5) ◽  
pp. 1421-1435 ◽  
Author(s):  
Marc Dressler ◽  
Ivan Paunović
Keyword(s):  
Conceptual Framework ◽  
Business Model ◽  
Online Survey ◽  
Business Models ◽  
Principal Component ◽  
Wine Industry ◽  
Primary Data ◽  
Sustainable Business ◽  
Content Type ◽  
Sustainable Business Models

Purpose The purpose of this paper is to empirically derive a typology of sustainable business models in the food & beverage (F&B) industry and explore the competitive profiling via sustainability. Design/methodology/approach Primary data were collected through an online survey for small- and medium-sized wineries (N=125). A principal component analysis (PCA) was used for inducing the F&B sustainable business model typology as an empirical basis for building a conceptual framework. Findings The analysis has identified seven strategic business models of the German wineries in regards to sustainability. Three models are at the forefront of sustainability, two are characterized by managerial focus on social opportunities and innovation and two of the identified business models are characterized by an administrative approach to social and environmental requirements and therefore rather rudimentary approaches to sustainability. Research limitations/implications Main limitations of the study are the focus on wine industry as well as on one country. Furthermore, the deployment of PCA method does not safeguard from neglecting other relevant business models. Practical implications Successful business models allow to differentiate in competitive markets in the F&B industry via sustainability. Such models need strategic ambition, positioning and realization but allow to win new clients safeguarding from market squeeze out. Social implications The research facilitates scaling up of sustainability initiatives to the benefit of the wider society. Originality/value Business model typology for sustainability has been derived mainly conceptually. The empirically based typology of sustainable business models provides a more rigorous foundation for a transition of business models toward sustainability.

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