scholarly journals Drivers for Sustainable Business Models in Start-Ups: Multiple Case Studies

2019 ◽  
Vol 11 (24) ◽  
pp. 6884 ◽  
Author(s):  
Cosmina Lelia Voinea ◽  
Marcel Logger ◽  
Fawad Rauf ◽  
Nadine Roijakkers
Keyword(s):  
Case Studies ◽  
Business Models ◽  
Investment Decision ◽  
Disruptive Innovation ◽  
Business Values ◽  
Start Up ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Start Ups ◽  
Csr Engagement

Mechanisms that large organizations employ to facilitate corporate social responsibility (CSR) engagement simply do not apply to start-ups due to distinct differences. The purpose of this study was to gain insight into how start-ups strive for sustainability in their business models by investigating internal and external drivers related to organizational processes, managerial characteristics, and stakeholder expectations. We explored key factors such as decision-making regarding CSR engagement, business values about sustainability, entrepreneurial orientation, and the relevance of the CSR theater (philanthropic orientation, disruptive innovation, or transforming the ecosystem). Multiple case studies and interview data elucidated how start-ups engage with their community and stakeholders to determine the best approach to sustainability demands, how start-ups embed sustainability practices within their business models, and how these practices match with the entrepreneurs’ personalities. On the basis of our case studies and data analysis, we propose that the decision to engage in CSR is treated as an investment decision. The business values of a start-up determine its CSR engagement. The philanthropic drive of a start-up determines its CSR initiatives, which are then in line with the field the start-up is operating in. Entrepreneurs’ willingness to adopt CSR practices is determined by their personalities and organizational expertise and experiences. CSR engagement within the business models of start-ups is based on a combination of financial and social capital, while financial benefits act as a continuous motivator for CSR engagement from inception.

scholarly journals The illusive nature of social enterprise at the base of the pyramid

2018 ◽  
Vol 10 (2) ◽  
pp. 249-276 ◽  
Author(s):  
Karen Panum ◽  
Michael W. Hansen ◽  
Elder Davy
Keyword(s):  
Case Studies ◽  
Social Impact ◽  
Business Models ◽  
Social Enterprises ◽  
Social Orientation ◽  
Base Of The Pyramid ◽  
Content Type ◽  
Commercial Enterprise ◽  
Multiple Case ◽  
Multiple Case Studies

Purpose Based on six case studies of self-proclaimed social enterprises (SEs) in Kenya, this paper aims to critically assess the “SE” concept in a base of the pyramid (BoP) context. Design/methodology/approach The paper draws on multiple case studies to challenge traditional notions of SE. Six SEs operating at the BoP in Kenya are analysed. Interviews are conducted with entrepreneurs from each enterprise, during which the enterprises’ business models are mapped and scrutinised. Findings Based on the six case studies, the paper argues that the SE concept is challenged in a BoP context: the six Kenyan SEs viewed social and commercial orientation as equally important and mutually supportive; viewed social orientation as a competitive advantage; and did not consider social objectives as harmonious. These findings corroborate key claims of the BoP literature, e.g. that it is not possible meaningfully to distinguish social and commercial missions at the BoP as they are intertwined; that any company succeeding at the BoP will have a social impact; and that the pursuit of some social objectives may undermine the achievement of other social objectives. The overall conclusion of the paper is that in BoP environments, the concept of SE becomes illusive. Originality/value This paper adds perspective to existing literature on SE at the BoP and provides empirical evidence that can help shape the understanding of social business activities in East Africa. The paper demonstrates that in BoP environments, the boundaries between social and commercial enterprise become illusive.

Circular start-up development: the case of positive impact entrepreneurship in Poland

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Boleslaw Rok ◽  
Monika Kulik
Keyword(s):  
Business Model ◽  
Business Models ◽  
Positive Impact ◽  
Data Gathering ◽  
Content Type ◽  
Start Up ◽  
Multiple Case ◽  
Start Ups ◽  
The Impact

Purpose The purpose of this paper is to explore how circular start-ups design and implement innovation into their business models to increase their positive impact. Design/methodology/approach This qualitative study is based on an exploratory multiple-case study involving six circular start-ups with positive impact in Poland. Data gathering took place via in-depth interviews with start-up founders. Findings The analysis demonstrates that three factors, which are strongly interconnected, can significantly influence the development of a circular start-up. The first is the purpose-led motivation for circularity as a solution, mostly concentrated on the environmental education of different market actors. The second factor is built on the aim to increase the positive impact by addressing the most pressing social and environmental problems. It determines the impact on society as well as on the environment and the extent to which its model can be scaled up. The third factor is driven by the understanding of the purpose of the innovation, concentrated on the business model innovation regarding circularity. Practical implications This paper demonstrates the benefits for diverse stakeholders and the importance of using circular business models in start-up development. Circularity can be perceived as a main part of the new approach to improve sustainability. Originality/value Circular start-ups represent a new phenomenon in the entrepreneurial market. While the structure and logic of the circular business model in start-ups are significantly unexplored in the management literature, this model is viewed as a crucial step in the direction of increasing the positive impact of start-ups. From a theoretical and practical perspective, it is important to understand the differences and similarities in this area within different markets.

scholarly journals Digital Transformation and Disruption of the Health Care Sector: Internet-Based Observational Study (Preprint)

2017 ◽  
Author(s):  
Maximilian Herrmann ◽  
Philip Boehme ◽  
Thomas Mondritzki ◽  
Jan P Ehlers ◽  
Stylianos Kavadias ◽  
...  
Keyword(s):  
Health Care ◽  
Quality Of Care ◽  
Business Models ◽  
Balance Sheet ◽  
Disruptive Innovation ◽  
Digital Transformation ◽  
Health Care Sector ◽  
Start Up ◽  
Start Ups

BACKGROUND Digital innovation, introduced across many industries, is a strong force of transformation. Some industries have seen faster transformation, whereas the health care sector only recently came into focus. A context where digital corporations move into health care, payers strive to keep rising costs at bay, and longer-living patients desire continuously improved quality of care points to a digital and value-based transformation with drastic implications for the health care sector. OBJECTIVE We tried to operationalize the discussion within the health care sector around digital and disruptive innovation to identify what type of technological enablers, business models, and value networks seem to be emerging from different groups of innovators with respect to their digital transformational efforts. METHODS From the Forbes 2000 and CBinsights databases, we identified 100 leading technology, life science, and start-up companies active in the health care sector. Further analysis identified projects from these companies within a digital context that were subsequently evaluated using the following criteria: delivery of patient value, presence of a comprehensive and distinctive underlying business model, solutions provided, and customer needs addressed. RESULTS Our methodological approach recorded more than 400 projects and collaborations. We identified patterns that show established corporations rely more on incremental innovation that supports their current business models, while start-ups engage their flexibility to explore new market segments with notable transformations of established business models. Thereby, start-ups offer higher promises of disruptive innovation. Additionally, start-ups offer more diversified value propositions addressing broader areas of the health care sector. CONCLUSIONS Digital transformation is an opportunity to accelerate health care performance by lowering cost and improving quality of care. At an economic scale, business models can be strengthened and disruptive innovation models enabled. Corporations should look for collaborations with start-up companies to keep investment costs at bay and off the balance sheet. At the same time, the regulatory knowledge of established corporations might help start-ups to kick off digital disruption in the health care sector.

scholarly journals On-Foot Hyperlocal Delivery - An Overview, Challenges, and Opportunities: Case Studies in Korea

2020 ◽  
Vol 22 (2) ◽  
pp. 75-84
Author(s):  
Bernardo Nugroho Yahya
Keyword(s):  
Case Studies ◽  
Process Model ◽  
Business Models ◽  
Geographical Area ◽  
Logistics Industry ◽  
Goods And Services ◽  
Challenges And Opportunities ◽  
Hard Times ◽  
Multiple Case ◽  
Multiple Case Studies

During the Covid19 pandemic, many local business were struggling to survive. With the rising of click and collect solutions, business strives to survive by offering pick-up points and maintaining the social distance policy. The demand for goods and services of customers are met instantly from the local offline shops via digital platform. Meanwhile, local businesses in a specific geographical area are still striving from the hard times due to least popularity and competitivenes in the services such as delivery. Hyperlocal delivery comes into the logistics industry to meet the issues from local businesses. While the hyperlocal delivery terminology is still new, there have been some real world practices. This study attempts to define the hyperlocal delivery and explore multiple case studies to analyze the on-foot delivery as a rising of quick commerce in the gig economy. The multiple case studies will take place on the hyperlocal delivery business models in South Korea. The overview of the hyperlocal “on-foot” delivery will be described in four dimension of analysis; strategy, customer, cost-revenue, and process model. At the end, some research challenges and opportunities are presented to show how the research communities can contribute to the field

scholarly journals Competency-Industry Relatedness (C-IR) Framework for Sustained Business Growth in Startups during and beyond Pandemic: Myths and Lessons from Publicly Funded Innovative Startups

2021 ◽  
Vol 13 (9) ◽  
pp. 4632
Author(s):  
Varun Gupta ◽  
Luis Rubalcaba
Keyword(s):  
Case Studies ◽  
Business Environment ◽  
Learning Curves ◽  
The European Union ◽  
Business Growth ◽  
Product Lines ◽  
Business Decisions ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Industry Relatedness

Context: The coronavirus disease 2019 (COVID-19) pandemic led to a turbulent business environment, resulting in market uncertainties, frustrations, and rumors. Wrongly held beliefs—or myths—can hinder startups from turning new market opportunities into their favor (for example, by failing at diversification decisions) or undertaking wrong business decisions, e.g., diversifying in industries that have products of no real market value). Objectives: The objective of the paper is to identify the beliefs that drive the business decisions of startups in a pandemic and to isolate those beliefs that are merely myths. Further, this paper proposes strategic guidelines in the form of a framework to help startups make sound decisions that can lead to market success. Method: The two-step research method involved multiple case studies with five startups based in India, France, Italy, and Switzerland, to identify perceptual beliefs that drove strategic business decisions, followed by a case study of 36 COVID-19-solution focused startups, funded by the European Union (EU). The findings were validated through a survey that involved 102 entrepreneurs. The comparative analysis of two multiple case studies helped identify beliefs that were merely “myths”; myths that drove irrational strategic decisions, resulting in business failures. Results: The results indicate that startups make decisions in pandemic situations that are driven by seven myths, pertaining to human, intellectual, and financial resources. The decision on whether to diversify or continue in the same business operation can be divided into four strategic options of the Competency-Industry Relatedness (C-IR) framework: ignore, delay, phase-in, and diversify. Diversification in the same (or different industry) is less risky for startups if they have the skills, as needed, to diversify in related industries. Diversification in related industries helps startups leverage their experiences and learning curves (those associated with existing product lines) to adapt their existing products in new markets, or utilize their technologies to solve new problems via new products. The desired outcome for these startups should be sustainable business growth—to meet sustainability goals by contributing to the society and the economy. Conclusion: The C-IR framework is a strategic guide for startups to make business decisions based on internal factors, rather than myths. Accurately assessing skill diversity and the nature of new industries (or markets) will help startups leverage their existing resources optimally, without the need for (pricey) external funding. This will foster sustained business growth resulting in a nation economic development. Knowledge transfer from the Innovation ecosystem will further strengthen the C-IR framework effectiveness.

Service Oriented Architecture (SOA) Implementation

2018 ◽  
Vol 10 (2) ◽  
pp. 1-21 ◽  
Author(s):  
Tom Yoon ◽  
Bong-Keun Jeong
Keyword(s):  
Case Studies ◽  
Service Oriented Architecture ◽  
Successful Implementation ◽  
Business Units ◽  
Small Project ◽  
Service Oriented ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
And Training

Using a multiple case studies and surveys, this article finds that factors essential to successful Service Oriented Architecture (SOA) implementations include establishing effective SOA governance, establishing SOA registries, starting with a small project, collaboration between business and IT units, strengthening trust among business units, and training. This article also explores business and IT motivations for SOA implementation and the benefits realized from this implementation. The findings from this article can provide a guidance for practitioners on the successful implementation of SOA.

Software Effort Estimation Using ISBSG Dataset: Multiple Case Studies

2021 ◽  
Author(s):  
Huseyin Unlu ◽  
Ali Gorkem Yalcin ◽  
Dilek Ozturk ◽  
Guliz Akkaya ◽  
Mert Kalecik ◽  
...  
Keyword(s):  
Case Studies ◽  
Effort Estimation ◽  
Software Effort Estimation ◽  
Multiple Case ◽  
Multiple Case Studies

scholarly journals Marine Search-and-Recovery Operation of Scientific Balloons in Japan

2017 ◽  
Vol 06 (02) ◽  
pp. 1740005 ◽  
Author(s):  
Y. Shoji ◽  
H. Fuke ◽  
K. Hamada ◽  
I. Iijima ◽  
C. Ikeda ◽  
...  
Keyword(s):  
Case Studies ◽  
Safety Issues ◽  
Multiple Case ◽  
Multiple Case Studies ◽  
Radical Solution

Stratospheric balloons have been used worldwide for more than half a century for various scientific missions. However such balloon operations are facing safety issues due to the reduction in appropriate sites for landing. Instead of landing on the ground, landing and recovering on the sea can be a radical solution to this problem. Marine search-and-recovery operations for balloons are not conducted commonly; however, such the operation has been uniquely developed in Japan for more than 40 years. This study describes the methodology for such search-and-recovery of balloons and gondolas through examination of multiple case studies.

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