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Organisations increasingly understand that meeting their sustainability ambitions does not only require new technologies, but innovation on the business model level. To facilitate the design of more sustainable business models, a range of new tools and techniques have been developed. While this resulted in the design of a wide range of promising bu...
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The chemical engineering sector faces the challenge of meeting the continuously growing demand for their products and services while at the same time ensuring that the industry fully integrates the concepts of sustainable manufacturing. Industry 4.0 provides immense opportunities for the realisation of sustainable manufacturing.
Industry 4.0 is a c...
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... Business model innovation, and associated tools with it provide means for decisionmakers to ideate, experiment and evaluate the fitness of various business models (Niessen et al., 2024;Zott and Amit, 2024). This is especially so for business models that entail sustainability practices and values beyond reducing their negative impact but rather towards positive contribution, aka positive handprint and regeneration (Bocken and Snihur, 2020;Bugg-Levine and Emerson, 2011;Geissdoerfer et al., 2017;Das and Bocken, 2024;Laszlo et al., 2012;Seebode et al., 2012). ...
Purpose: Many startups face the complex anticipation of offering value sustainably over the long term yet must test market engagement to evaluate an economically viable business model in the near term. This study aims to capture the usefulness of a business model innovation method (Flourishing Startup Method) aligned with sustainability-as-flourishing thinking as perceived by entrepreneurs during the early stages of enterprise development.
Design/Methodology/Approach: Through action research, the utility of the approach was evaluated through multiple applications across two events with a total of 64 entrepreneurs taking place 2017-2018.
Findings: The research revealed insights related to the reaction to the Flourishing Startup Method and its facilitation including the intention to use beyond the events, their perceived learning utility, as well as the overall perceived utility in terms of usefulness and ease of use. The study also showed that to fully leverage the Flourishing Startup Method, entrepreneurs must have time and facilitated opportunities to develop a minimum level of proficiency in a set of entrepreneurial competencies that support business model for sustainability-as-flourishing.
Originality/Value: This research contributes to understanding the process of business model innovation towards novel and impactful business models aligned with sustainability-as-flourishing and offers one of few empirical investigations on a business model innovation method aligned with sustainability-as-flourishing to identify its utility and fit with the needs and expectations during the early stages of startup development.
... The concept of the business model, originally coined in 1957, encompasses a range of definitions that encapsulate its elements and capacity to generate value [8]. Most definitions explain business models as concepts that describe and define how businesses work and the value generated by stakeholders [9]. In addition, Osterwalder's widely known definition of a business model states that a business model describes the rationale of how an organisation creates, delivers, and captures value [10]. ...
The mGov4EU project represents an ambitious effort to revolutionise European mobile government services. It aims to develop an ecosystem that integrates state-of-the-art digital wallet approaches within the framework of eIDAS and SDG. This initiative is pivotal in fostering a seamless interface between citizens, businesses, and public administrations, enhancing the efficiency and user experience in accessing government services. Despite its potential, the mGov4EU project confronts many challenges, including legal compliance, technical interoperability, user acceptance, and the formulation of viable and sustainable business models. These challenges are particularly pronounced in the public sector, where traditional business strategies may not align seamlessly with innovative digital service models. This chapter focuses on examining the business model aspects of the mGov4EU project. It explores the strategies and priorities of the project’s partners, particularly in the context of sustaining and scaling the project outcomes within the European framework. It reflects on decisions, as well as challenges accordingly.
... Introducing the notion of circularity, it has been emphasized in recent decades that there has been increasing dependence between environment and the economic system. CE models, if applied in this sector would be economically helpful as maximum amount of waste generated in this sector can be reused and kept in a loop [43]. CE is a concept which appreciates Content courtesy of Springer Nature, terms of use apply. ...
... The CE concept has been gaining popularity since the late 1970s [32] and, as many believe, was first conceptualised by Pearce and Turner [97]. As stated by Geissdoerfer [43], the CE model grew out of the concept of sustainable development. For example, by conceptualising a loop economy, Stahel [116] introduced some characteristics of the circular model, with application to industrial economics. ...
... One should also add that the CE concept is not only a subject of interest to scientists. Recently, it has also become a hot topic for policymakers [43]. The European Union and the governments of certain countries, including China, Japan, the United Kingdom, France, Canada, the Netherlands, etc., have developed several documents to convert to a CE. ...
The need to research crucial barriers and drivers that could impede the adoption of novel sustainable farming technique has increased. The study aims to explore the evolution and application of the circular economy (CE) principles within the agribusiness sector, highlighting how these practices have developed over time to enhance sustainability and efficiency. To provide a clear understanding, a visual timeline is included to illustrate key milestones and trends in the adoption of CE in agribusiness. For this reason, this research presents a literature-based synopsis of the primary challenges and opportunities that agribusinesses face in securing their future prosperity. A systematic literature review (SLR) of 164 articles was conducted for this study. Articles are identified and analysed using content analysis for this study. Barriers and drivers to the development of sustainable agribusinesses are highlighted in the conceptual framework. According to the SLR's findings, the biggest obstacles to the long-term success of agribusinesses are insufficient financial backing, excessive post-harvest loss, gender inequality, financial, technological, and non-climate-smart policies, and weak institutional controls. The scope of this research is restricted to challenges, opportunities, and practices related to agribusiness sustainability and does not include the broader notion of agriculture. Two primary aspects set apart this study. In the first place, it offers a practical checklist for fixing issues that threaten the longevity of agribusinesses. Secondly, future research can be aided by this study's findings and the research gaps it identifies.
... A significant contribution to the literature is the work by [21], who performed a citation network analysis to identify the most influential authors and articles in the field. Their findings reveal a growing emphasis on circular economy models, which aim to minimize waste through the continuous use of resources. ...
This study presents a comprehensive bibliometric analysis of the research on sustainable business models, drawing from the Google Scholar database and focusing on the period from 1991 to 2024. The analysis identifies key themes, influential authors, and collaborative networks within the field, highlighting the central role of sustainable business practices, the increasing importance of digital transformation, and the adoption of circular economy principles. By mapping the intellectual structure of the field, the study provides valuable insights into the evolution of sustainable business models and suggests pathways for future research. The findings emphasize the need for interdisciplinary collaboration and the integration of innovative strategies to advance sustainability in business. Despite its limitations, this study offers practical implications for academics, businesses, and policymakers, aiming to align research and practice with global sustainability goals.
... The invitation by Wecht et al. (2022) to test the model suggested that four cases could be analysed to identify their model's applicability (or otherwise). This aligns with Geissdoerfer et al. (2017), who stated that models could be tested through appropriate case-based analysis in their paper. A contribution model framework comprises interconnected components that enable organizations to transition from traditional business models (Gassmann et al., 2013;Wecht et al. 2022) to more sustainable and value-driven approaches. ...
This study tests a novel contribution model inspired by “From Business Model to Contribution Model” through four industry cases to transition towards a sustainable contribution model fostering value co-creation within ecosystems. The framework includes triple-bottom-line value propositions, networked collaboration, comprehensive value-capturing, and clear organizational purpose. Diverse sectors (food, buildings, manufacturing, automotive) are analyzed within this contribution model framework. Applying the contribution model to real-world cases yields empirical data and practical insights, highlighting its potential for positive industry change and ecosystem resilience enhancement. This research advances comprehension of sustainable business models, urging organizations to prioritize sustainable practices, value co-creation, and ecosystem resilience. It establishes a basis for further exploration, encouraging organizations to prioritize sustainable business practices, value co-creation, and ecosystem resilience.
... BMI is considered a source of firms' competitive advantage [73] and proven as a significant driver of higher firm performance [74]. Accordingly, in today's dynamic environments, BMI is essential to survive [75] and sustain a competitive advantage [76] in the market in the long run. Moreover, long-term orientation and the desire to pass the firm to the next generation lead them to offer high-quality services/products [24] and to create long-lasting ties with stakeholders (employees, customers, suppliers, and local communities). ...
... We acknowledge that our study suffers from some limitations. Due to the nature of this research, it was not possible to consider all variables around BMI, and therefore, it will also be advisable to explore other consequences of BMI on competitive advantage [73], survival [75], or sustainability [76]. Although we focus on family firms' BMI, growth, and performance in the short term and the long term using a set of performance measures, further research should compare the specific behavior towards innovation in family versus non-family firms in order to provide the needed insights to confirm and confront the results with other performance measures such as ROE and ROS [9]. ...
A business model, defined as the underlying logic of a company, is not permanent over time. Instead, companies need to introduce innovations in the business model to be competitive in the market. This is even more critical for family firms which are continuously looking for a way to obtain sustainable growth, together with satisfactory performance. The objective of this research is to analyze the impact that business model innovation activities have in the short/long-term growth and performance of family firms. This study was obtained from panel data made up of 112 valid responses from family firms involved in business model innovation. A composite model approach has been used for data analysis. The significant components of BMI that lead to greater growth and performance are identified, the distinction between long-term and short-term effects of BMI on those outcomes is made, and BMI is proven as an authoritative source of competitive advantage and growth in family firms. Those aspects are valuable insights for researchers and managers with regards to which innovation propositions help sustain growth and performance over time.
... By implementing circular strategies, CBM can contribute to sustainability (Barros et al. 2021). While BMfS may be focused on one or multiple of the sustainability dimensions, CBM target economic and environmental factors, in particular (Geissdoerfer et al. 2017;De Keyser & Mathijs 2023). However, not all CBMs are sustainable (Salvador et al. 2020). ...
Climate change and resource scarcity require companies and other stakeholders to operate more sustainably. The development of new sustainable business models can play a crucial role in achieving the necessary transformation. Business models for sustainability (BMfS) in general, and circular business models (CBM) in specific, generally describe the way in which companies create, deliver, and capture value within a broader system of stakeholders. Compared to traditional business models, BMfS and CBM are more interdependent and interconnected. This calls for a more systemic perspective in their development. In the literature, process models for business model innovation (BMI) have been discussed to describe the necessary steps from ideation to implementation of new business models. However, so far, no specific focus has been put on the consideration of systemic perspective in such process models. Therefore, we first conduct a systematic literature review to identify 27 existing process models for BMI in the context of sustainability. We then map the discussed process phases and synthesize them into a holistic process model for BMI for sustainability (BMIfS) consisting of 11 phases. Each phase is explained in detail by assigning relevant tasks and activities. Lastly, we identify activities relevant to the systemic perspective and discuss further potentials for a systemic perspective. The paper contributes to the growing literature on sustainability-oriented BMI, provides guidance for decision-makers, and offers a new research avenue by focusing on the systemic perspective of the underlying process. Keywords Page 2 (24) Business models for sustainability, circular business models, business model innovation, process model, systemic perspective, systems thinking, literature review
... Consequently, financial institutions are encouraged to enhance their investments in acquiring leadership skills that can boost both income and productivity. Geissdoerfer et al. (2017) emphasised the necessity for organisations to innovate not only in terms of new technologies but also at the level of their business models. To enhance competitiveness, organisations must ensure the successful implementation of innovative projects and master innovation business processes, requiring a strengthening of their management approach (Akhmetshin et al., 2018). ...
To enhance competitiveness, organisations should excel in adopting new business processes and ensuring the successful implementation of innovative projects. This study examined the impact of transformational, transactional, and entrepreneurial leadership styles on the innovation process, with a focus on employee innovative behaviour and the climate for innovation as mediating factors. A total of 303 participants from three organisations in the financial services sector (banking and insurance) in Namibia took part in the study.
The findings suggest that employing transactional and entrepreneurial leadership styles proves beneficial for fostering innovation within organisations. Specifically, entrepreneurial leadership demonstrates positive effects on both employees’ innovative behaviour and the establishment of an innovation-friendly climate. The study reveals that a conducive climate for innovation significantly contributes to overall innovation. Moreover, the results indicate that only the climate for innovation serves as a significant mediator in the relationship between transactional leadership and the innovation process, as well as between entrepreneurial leadership and the innovation process.
... Supply chains benefit from the circular economy strategy, in which their products and even the way they provide related services are associated with ecology and economic growth. However, this causes new orientation towards retailing and service providing systems which necessitates innovative business models to be developed (Briel, 2018;Geissdoerfer et al., 2017). Omnichannel approach could be fruitful in this regard. ...
... However, these assessments conclude that almost all methods found cover only a portion of the responsible business model innovation process and rarely look at the process holistically. Furthermore, these assessments often refer to methods for a responsible business model innovation that are ultimately not comparable due to inconsistent and sometimes V. Ernst et al. different definitions of terms, resulting in gaps in the methods and tools assessed for responsible business model innovation development (e.g., Ahmed et al., 2012;Bocken et al., 2013;Breuer et al., 2018;Broman et al., 2015;Geissdoerfer et al., 2017;Joyce et al., 2016;Mentink, 2014;Muff, 2019, p. 37;Pieroni et al., 2021;Yang et al., 2017). ...
In this paper, a responsible business model innovation process is developed based on the existing process of the St. Gallen Business Model Navigator. For its development, a literature review was conducted to formulate requirements that a responsible business model innovation process should fulfil. In particular, the four guiding principles of responsible research and innovation were considered: anticipation, inclusion, reflection, and responsiveness. Based on these findings, several aspects were added to the Business Model Navigator. The focus was on extending the description of a business model along the magic triangle with two additional levels, the environmental one and the social one. Additionally a new step was added in the initiation phase to make the purpose of the process more visible. The results contribute to the current understanding of a responsible business model innovation process, where ethical, social, and environmental aspects are included as core parts of the business model itself.
