scholarly journals Cleaning Up Our Act: Systems Engineering to Promote Business Model Innovation for the Offshore Exploration and Production Supply Chain Operations

2021 ◽  
Vol 13 (4) ◽  
pp. 2113
Author(s):  
Karen V. Czachorowski
Keyword(s):  
Supply Chain ◽  
Business Model ◽  
Systems Engineering ◽  
Business Models ◽  
Oil And Gas ◽  
Business Model Innovation ◽  
Three Dimensions ◽  
Sustainable Business ◽  
Exploration And Production ◽  
Development Goals

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.

Sustainable Business Model Innovation

2017 ◽  
pp. 140-159 ◽  
Author(s):  
Job Taminiau ◽  
Joseph Nyangon ◽  
Ariella Shez Lewis ◽  
John Byrne
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Sustainable Energy ◽  
Business Model Innovation ◽  
Sustainable Business ◽  
The Sustainable Development ◽  
Mitigation And Adaptation ◽  
Sustainable Business Models ◽  
Development Goals

Establishing a sustainable energy future can justifiably be considered the next frontier in global sustainable development under the agenda laid out in the Sustainable Development Goals (SDGs). The newly adopted Paris Agreement which seeks to hold global average temperature increase to “well below 2°C” above pre-industrial levels inserts additional urgency into this agenda. To realize the commitments outlined in the agreement, implementation of innovative sustainable business models capable of producing strong mitigation and adaptation outcomes is required ‘on the ground' and needs to be available for subsequent diffusion across different countries, contexts and domains. This chapter explores the value of polycentric climate change governance through an investigation of sustainable business model innovation. An example of a sustainable business model, called the Sustainable Energy Utility (SEU), is evaluated and an assessment of United Nations-based programming to aid future diffusion of such business models is conducted.

Sustainable Business Model Innovation

2020 ◽  
pp. 2122-2141
Author(s):  
Job Taminiau ◽  
Joseph Nyangon ◽  
Ariella Shez Lewis ◽  
John Byrne
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Sustainable Energy ◽  
Business Model Innovation ◽  
Sustainable Business ◽  
The Sustainable Development ◽  
Mitigation And Adaptation ◽  
Sustainable Business Models ◽  
Development Goals

Establishing a sustainable energy future can justifiably be considered the next frontier in global sustainable development under the agenda laid out in the Sustainable Development Goals (SDGs). The newly adopted Paris Agreement which seeks to hold global average temperature increase to “well below 2°C” above pre-industrial levels inserts additional urgency into this agenda. To realize the commitments outlined in the agreement, implementation of innovative sustainable business models capable of producing strong mitigation and adaptation outcomes is required ‘on the ground' and needs to be available for subsequent diffusion across different countries, contexts and domains. This chapter explores the value of polycentric climate change governance through an investigation of sustainable business model innovation. An example of a sustainable business model, called the Sustainable Energy Utility (SEU), is evaluated and an assessment of United Nations-based programming to aid future diffusion of such business models is conducted.

Sustainable Business Model Innovation

2020 ◽  
pp. 1943-1962
Author(s):  
Job Taminiau ◽  
Joseph Nyangon ◽  
Ariella Shez Lewis ◽  
John Byrne
Keyword(s):  
Sustainable Development ◽  
Business Model ◽  
Business Models ◽  
Sustainable Energy ◽  
Business Model Innovation ◽  
Sustainable Business ◽  
The Sustainable Development ◽  
Mitigation And Adaptation ◽  
Sustainable Business Models ◽  
Development Goals

Establishing a sustainable energy future can justifiably be considered the next frontier in global sustainable development under the agenda laid out in the Sustainable Development Goals (SDGs). The newly adopted Paris Agreement which seeks to hold global average temperature increase to “well below 2°C” above pre-industrial levels inserts additional urgency into this agenda. To realize the commitments outlined in the agreement, implementation of innovative sustainable business models capable of producing strong mitigation and adaptation outcomes is required ‘on the ground' and needs to be available for subsequent diffusion across different countries, contexts and domains. This chapter explores the value of polycentric climate change governance through an investigation of sustainable business model innovation. An example of a sustainable business model, called the Sustainable Energy Utility (SEU), is evaluated and an assessment of United Nations-based programming to aid future diffusion of such business models is conducted.

scholarly journals Entrepreneurial lean thinking for sustainable business modeling: a workshop design for incumbent firms

2021 ◽  
Author(s):  
E. J. Schwarz ◽  
P. Gregori ◽  
I. Krajger ◽  
M. A. Wdowiak
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Opportunity Identification ◽  
Sustainable Business ◽  
Lean Thinking ◽  
Business Modeling ◽  
Innovation Research ◽  
Political Debates ◽  
Negative Environmental Impact

AbstractIn times of increasing concerns and extensive political debates about social and environmental problems, incumbent firms are obliged to reduce their negative environmental impact by implementing sustainable business model innovation. Yet, realizing more sustainable business model variants entails several complexities and associated challenges that need to be overcome. To support this task, this article takes an entrepreneurship perspective on sustainable business model innovation and combines literature of business models and entrepreneurial lean thinking (ELT). In doing so, it derives a workshop design grounded in contemporary theory with state-of-the-art tools and methods. The workshop is framed as a stage-gate process facilitating the notions of ELT with iterative cycles of ‘create, test, and improve’ and spans the phases of opportunity identification, opportunity evaluation, opportunity development through sustainable business model design, and decision of opportunity exploitation. The article shows that ELT is an appropriate yet underutilized approach for sustainable business modeling. Further, it discusses how the workshop supports opportunities and mitigate pitfalls of ELT for sustainable business modeling. As such, the findings have theoretical implications for the intersection of sustainability and lean approaches in innovation research as well as implications for practitioners by providing a comprehensive framework to support sustainable business model innovation.

scholarly journals Consolidating Unorganised Retail Businesses through Digital Platforms: Implications for Achieving the UN Sustainable Development Goals

2021 ◽  
Vol 13 (21) ◽  
pp. 12031
Author(s):  
Malobi Mukherjee ◽  
Jacob Wood
Keyword(s):  
Inventory Management ◽  
Business Model ◽  
Social Transformation ◽  
Local Level ◽  
The Philippines ◽  
Business Model Innovation ◽  
Base Of The Pyramid ◽  
Sustainable Business ◽  
Digital Platforms ◽  
Development Goals

This study explores whether digitalisation of unorganised retail (UR) businesses in emerging markets have a positive socio-economic impact on the lives of the subsistence consumer–merchants who perform the dual role of being, not only consumers providing for themselves and their families, but also the managers of micro-UR businesses. We develop a framework for sustainable business model innovation at the base of the pyramid by undertaking content analysis of 65 newspaper articles (interviews with senior executives and founders of digital app-based platforms, expert analysis) as well as social media and YouTube testimonials of UR business users of these platforms in Vietnam, Indonesia, Malaysia and the Philippines. Using the Gioian coding structure of open and second order comparative coding, we develop a framework for sustainable business model innovation from the base of the pyramid perspective. The framework captures how digitalisation enables the UR businesses to circumvent resource shortages, consolidate procurement and inventory management and diversify product and service offerings, which leads to significant economic and social transformation for both the micro enterprises and their owners. Our framework contributes to the emergent literature on sustainable business model innovation and inclusive innovation in resource-constrained contexts. We conclude that sustainable business model innovations enable socio-economic transformations similar to those experienced by UR businesses in emerging Asian markets. Such developments can create local level pathways for local tropical countries seeking to achieve UN social development goals.

scholarly journals The Green Multi Business Model Innovation Brain

2021 ◽  
Author(s):  
Peter Lindgren
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Green Technologies ◽  
Sustainable Business ◽  
Case Examples ◽  
Innovation Potential ◽  
Business Modelling ◽  
Model Ecosystems ◽  
Green Business

Advanced Green technologies integrated in Business Models and Green Multi Business Model Innovation processes introduce a new leadership and management agenda of Green Business Models. Fast innovation of sensing, persuasive and virtual Business Modelling that can operate autonomously and dynamically primarily lead by machines. Green Multi Business Model Innovation Brains will soon be the state of the art in Business that want to become Green – but also for businesses that want to do circular and/or sustainable business modelling. Businesses will build Green Multi Business Model Innovation competence and advanced Green Multi Business Models Innovation Brains capable to innovated and operate Green Business Models to all kinds of Business Model Ecosystems. This will open up to new Green Multi Business Model Innovation potential and create a new generation or archetypes of Business Models, new practice of Multi Business Model Innovation. The paper is a second articles and extension of a conceptual paper on Multi Business Model Brains. First paper was presented at the BIT Sindri IEEE Conference 2020 conceptualizing on how a Multi Business Model Brain could be constructed and would operate supported by advance sensor technologies, artificial intelligence technologies, deep learning, persuasive technologies, Multi Business Model Innovation pattern analysis and libraries of BM archetypes. In combination they will all be important supporting tools to the Multi Business Model Innovation Brain – but now also to the Green Multi Business Model Innovation Brain. 8 case examples shows how Green Multi Business Model Innovation Brains can work in different contexts – in physical, digital, virtual and combined Business Model ecosystems.

New Business Models Sustainability

2021 ◽  
pp. 1-29
Author(s):  
Albérico Travassos Rosário
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Primary Data ◽  
Sustainable Business ◽  
Collection Method ◽  
New Business ◽  
Environmental Concepts ◽  
Political Economic ◽  
New Business Models

Increased global concerns about climate change and environmental degradation have attracted attention to sustainable development strategies. Sustainability involves maintaining ecological balance, requiring organizations to integrate social, political, economic, and environmental concepts in their business models. This research chapter aims to explore the new business models associated with increased awareness of sustainability. Literature review methodology was used as the primary data collection method. Four main new business models were identified, including sustainable business model innovation (SBMI), triadic business model (T-Model), circular business model, and Web 2.0-based business model. Despite the differences in definition and implementation of these modern frameworks, innovation and sustainability remain the central concepts of enhancing value creation and capturing. While these business models aim to enhance organizations' capabilities to optimize new opportunities and overcome challenges, they also aim to improve society and protect the environment.

scholarly journals Business Model Innovation for Sustainability: Towards a Unified Perspective for Creation of Sustainable Business Models

2017 ◽  
Vol 26 (5) ◽  
pp. 597-608 ◽  
Author(s):  
Steve Evans ◽  
Doroteya Vladimirova ◽  
Maria Holgado ◽  
Kirsten Van Fossen ◽  
Miying Yang ◽  
...  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Model Innovation ◽  
Sustainable Business ◽  
Sustainable Business Models

Business model innovation

2015 ◽  
Vol 9 (3) ◽  
pp. 200-218 ◽  
Author(s):  
Jaqueline Pels ◽  
Tomás Andrés Kidd
Keyword(s):  
Business Model ◽  
Business Models ◽  
Single Case ◽  
Business Model Innovation ◽  
Three Dimensions ◽  
Bottom Of The Pyramid ◽  
Bottom Up ◽  
Content Type ◽  
The Social ◽  
Medical Healthcare

Purpose – The purpose of this paper is to develop a framework that expands business model innovation literature by including a social goal, the emerging markets (EMs) environmental characteristics and adopting a bottom-up perspective. Design/methodology/approach – This paper draws on a single-case study. Sistema Ser/CEGIN (SER–CEGIN) is an Argentine social business that offers high-quality medical healthcare to BOP users. Findings – The paper presents a new conceptualization on business model innovation that includes three dimensions: firm-centric, environment and customer-centric. The framework incorporates to the traditional framework on business model innovation, the social profit equation, the general and task environment and the end-user, as well as the dynamics between them. Research limitations/implications – While the authors acknowledge the importance of studying the components of the business model operating levels (economic, operational and strategic) to determine the type of business model innovation (revenue, enterprise and industrial), the framework incoporates the environment and customer-centric dimension. The suggested framework opens new streams of research both for the innovation business model literature as well as for the EMs – bottom of the pyramid (BOP) literature. Practical implications – To achieve economic and social goals, particularly in the BOP, firms need to adopt a bottom-up approach to understand the components of their business model that need to be modified. Originality/value – The paper proposes a novel business model innovation conceptualization which is useful for both researches to better study business models in the BOP and for firms to successfully operate in the BOP.

scholarly journals Track 4.f Introduction: Strategic Design of Sustainable Business Models

2019 ◽  
Vol 2 (1) ◽  
Author(s):  
Brian BALDASSARRE ◽  
Giulia CALABRETTA ◽  
Nancy BOCKEN ◽  
Jan-Carel DIEHL ◽  
Duygu KESKIN
Keyword(s):  
Business Model ◽  
Business Models ◽  
Innovation Management ◽  
Business Model Innovation ◽  
Research Field ◽  
Future Research ◽  
Sustainable Business ◽  
Strategic Design ◽  
The Past ◽  
Design For Sustainability

Concerns about the societal and environmental impact of how companies operate have generated increasing interest in more sustainable ways of doing business (Porter & Kramer, 2011). Research and practice from the past decade show that a Sustainable Business Model Innovation lens is suitable to embed sustainability into firms’ objectives and operations (Bocken et al., 2014; Schaltegger, Lüdeke-Freund, & Hansen, 2012). Consequently, Sustainable Business Model Innovation has been emerging rapidly as a research field (Lüdeke-Freund & Dembek, 2017). Recent developments in this field build upon seminal work on Design for Sustainability from the past two decades to establish a connection with Strategic Design (Baldassarre et al., 2019; Geissdoerfer et al., 2016; Manzini, 1999; Tukker, 2004). Strategic Design is a research stream that studies how to leverage the discipline of Design in the context of Strategy and Innovation Management (Calabretta et al., 2016; Karpen, Gemser, & Calabretta, 2017). More specifically, it focuses on the application of design practices, principles and methods to the formulation and implementation of innovation strategies that benefit people and organizations alike (Calabretta et al., 2016). The connection between Sustainable Business Model Innovation and Strategic Design is mainly supported by the argument that the strategic and experimental nature of design enables the integration of stakeholders’ objectives including sustainability concerns, while also providing the process dimension needed to move away from theory towards concrete practice and tangible impact (Baldassarre et al., 2017; Bocken, Schuit, & Kraaijenhagen, 2018). However, research on the role and contribution of Strategic Design to Sustainable Business Modeling is still in its infancy. Consequently, within this track of the 2019 edition of the Academy for Design Innovation Management Conference, we collected four research contributions at the intersection between Strategic Design and Sustainable Business Model Innovation. These contributions are summarized in the paragraphs below, followed by a reflection on all of them and potential directions for future research.

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