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Eco-innovations, eco-efficiency and corporate social responsibility practices define much of the current industrial sustainability agenda. While important, they are insufficient in themselves to deliver the holistic changes necessary to achieve long-term social and environmental sustainability. How can we encourage corporate innovation that signifi...
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... section explains the sustainable business model archetypes developed in this paper (Fig. 3). The archetypes are classified in higher order groupings, which describe the main type of business model innovation: Technological, Social, and Organisational oriented innovations. This builds on the categorisation by Boons and Lüdeke-Freund (2013), which were found to be the most helpful in defining descriptive groupings. The ...Citations
... The triple-bottom-line strategy consists of environment, economic and social are one of the most commonly used approaches to sustain a development [29,30,31]. Literatures have discussed a wide range of potential CSFs that affecting the implementation of IR 4.0 in the seaport sector. ...
The implementation of the Industry Revolution (IR) 4.0 has become one of the topical issues but limited studies have been carried out in maritime transportation industry. While many previous studies have addressed the success factor in various industry, this paper in the first attempt, provide the new body of knowledge by looking on sustainable aspect. The motivation behind this research is beyond the success stage where IR 4.0 application may be successfully implemented yet the sustainability after the implementation is remained unanswered. This paper studies the critical sustainable factors (CSFs) of IR 4.0 implementation in Malaysian seaport sector. The first objective is to identify the most significant CSFs that affecting the implementation of IR 4.0 towards Malaysian seaport sector through previous literatures. Secondly, to prioritizes the most dominant CSFs by using the Analytic Hierarchy Process (AHP). A pairwise comparison-based questionnaires were used to collect the subjective judgments from 38 maritime domain experts. Potentially, there are six main dimensions and 36 CSFs which are identified as critical to IR 4.0 implementation. The result has shown that the economic value was ranked as the critical dimension and according to the global weights measurement. It highlighted that cost reduction through the interconnection factor is the most important that could encourage the industry to implement the IR 4.0. The outcome of this study will help to develop a critical sustainable framework to guide and sustain the implementation of IR 4.0 in the Malaysian seaport sector in decision-making method.
... There are also three principles for circular value creation: enhancing natural resources supply by embracing new technologies and processes, recycling and remanufacturing to recirculate scarce resources, and using resilient and renewable sources to reduce damage and waste (Ellen MacArthur Foundation, 2015). A move to a business model that aims for value for a broader range of stakeholders with a holistic view on the value proposition is envisioned (Bocken et al., 2014). However, SCs remain a key unit of action to enable a CE, so these are discussed further next. ...
Electric vehicles are perceived as a key technology to make mobility more sustainable, leading to a sharp rise in electric battery production and use. However, electric vehicle batteries are only a sustainable solution if they support decreasing the total impact of the supply chain, which makes circularity initiatives a key element in this transition. Currently, this is limited by the data sharing among actors in the supply chain on critical information needed to support a circular economy approach. In this study we explore how data sharing and information technology support the development of circularity in electric vehicle supply chains and examine the role of blockchain technology to address the circularity needs of battery tracking and capability sharing. To allow a comprehensive analysis, we conduct a case study in the electric vehicle battery supply chain, including companies from multiple tiers to capture all relevant perspectives. The results show that data sharing supports extended value chain activities, evolving from a linear to a circular supply chain perspective. It also indicates that blockchain technology supports removing existing barriers for a circular economy by facilitating transparency and traceability, especially for second-life applications beyond the dominant players in this industry.
... They started strategising a recovery plan that could lead to a sustainable enterprise with financial stability and resilience [9]. Entrepreneurs were clear that a sustainable enterprise requires furthering stakeholder relationships with increased social capital [60], maximising value for a wide range of stakeholders, specifically through knowledge sharing, so that its societal effects are felt beyond its organisational boundaries, all with a long-term perspective [38,62,63,66]. The internal stakeholders (in this case, the employees) enable a firm to fulfil all stakeholder demands [52]; therefore, to create value "with and for" [14] (p. 5) their employees and strengthen their relationship with them, entrepreneurs took several initiatives. ...
EntREsilience, a five-country longitudinal qualitative study, was launched in 2020 in China, Malaysia, the Philippines, Thailand and the UK to understand how entrepreneurs manifested resilience in response to the COVID-19 pandemic crisis events from March 2020 to February 2022. EntREsilience proposed a resilience-manifestation process model describing how entrepreneurs responded to the COVID-19 disruption, aided by external and internal enablers, adjusting their businesses to stabilise and even hunting for opportunities to grow their businesses. The present research adds to the findings of EntREsilience by analysing the strategies applied by entrepreneurs in their response to the crisis. This exploratory study focused on the entrepreneurs’ community interactions and studied the effects of these interactions on the response measures adopted by the entrepreneurs. The results describe how the awareness of their stakeholder challenges shaped the entrepreneurial response. Realising the importance of stakeholder well-being to the sustainability of their enterprise motivated the entrepreneurs to develop sustainability competencies towards their stakeholder challenges, innovating solutions for their mutual well-being. By extending the resilience-manifestation process model, this paper proposes a transformation model depicting the process of entrepreneurs transforming into sustainable leaders triggered by stakeholder challenge awareness and moderated by contextual factors.
... They started strategising a recovery plan that could lead to a sustainable enterprise with financial stability and resilience [9]. Entrepreneurs were clear that a sustainable enterprise requires furthering stakeholder relationships with increased social capital [60], maximising value for a wide range of stakeholders, specifically through knowledge sharing, so that its societal effects are felt beyond its organisational boundaries, all with a long-term perspective [38,62,63,66]. The internal stakeholders (in this case, the employees) enable a firm to fulfil all stakeholder demands [52]; therefore, to create value "with and for" [14] (p. 5) their employees and strengthen their relationship with them, entrepreneurs took several initiatives. ...
EntREsilience, a five-country longitudinal qualitative study, was launched in 2020 in China, Malaysia, the Philippines, Thailand and the UK to understand how entrepreneurs manifested resilience in response to the COVID-19 pandemic crisis events from March 2020 to February 2022. EntREsilience proposed a resilience-manifestation process model describing how entrepreneurs responded to the COVID-19 disruption, aided by external and internal enablers, adjusting their businesses to stabilise and even hunting for opportunities to grow their businesses. The present research adds to the findings of EntREsilience by analysing the strategies applied by entrepreneurs in their response to the crisis. This exploratory study focused on the entrepreneurs’ community interactions and studied the effects of these interactions on the response measures adopted by the entrepreneurs. The results describe how the awareness of their stakeholder challenges shaped the entrepreneurial response. Realising the importance of stakeholder well-being to the sustainability of their enterprise motivated the entrepreneurs to develop sustainability competencies towards their stakeholder challenges, innovating solutions for their mutual well-being. By extending the resilience-manifestation process model, this paper proposes a transformation model depicting the process of entrepreneurs transforming into sustainable leaders triggered by stakeholder challenge awareness and moderated by contextual factors.
... They started strategising a recovery plan that could lead to a sustainable enterprise with financial stability and resilience [9]. Entrepreneurs were clear that a sustainable enterprise requires furthering stakeholder relationships with increased social capital [60], maximising value for a wide range of stakeholders, specifically through knowledge sharing, so that its societal effects are felt beyond its organisational boundaries, all with a long-term perspective [38,62,63,66]. The internal stakeholders (in this case, the employees) enable a firm to fulfil all stakeholder demands [52]; therefore, to create value "with and for" [14] (p. 5) their employees and strengthen their relationship with them, entrepreneurs took several initiatives. ...
EntREsilience, a five-country longitudinal qualitative study, was launched in 2020 in China, Malaysia, the Philippines, Thailand and the UK to understand how entrepreneurs manifested resilience in response to the COVID-19 pandemic crisis events from March 2020 to February 2022. EntREsilience proposed a resilience-manifestation process model describing how entrepreneurs responded to the COVID-19 disruption, aided by external and internal enablers, adjusting their businesses to stabilise and even hunting for opportunities to grow their businesses. The present research adds to the findings of EntREsilience by analysing the strategies applied by entrepreneurs in their response to the crisis. This exploratory study focused on the entrepreneurs’ community interactions and studied the effects of these interactions on the response measures adopted by the entrepreneurs. The results describe how the awareness of their stakeholder challenges shaped the entrepreneurial response. Realising the importance of stakeholder well-being to the sustainability of their enterprise motivated the entrepreneurs to develop sustainability competencies towards their stakeholder challenges, innovating solutions for their mutual well-being. By extending the resilience-manifestation process model, this paper proposes a transformation model depicting the process of entrepreneurs transforming into sustainable leaders triggered by stakeholder challenge awareness and moderated by contextual factors.
Keywords: COVID-19 pandemic; entrepreneurial resilience; stakeholder theory; sustainable leadership
... Technology innovation is identical with very specific industries such as manufacturing industries, while the business model innovation can be implemented and used in many types of industries. Bocken et al. (2014) defined sustainable business model innovation as "innovations that create significant positive impacts and reduced negative impacts for the environment and society through changes in the way the organization and its value-network create, deliver value, and capture value." ...
... One example is that companies retain ownership of the offered product and offer service contracts to customers; instead of making one-time product sales (Tukker, 2004). The other example of sustainable business model innovation from a technological perspective is that companies can create products or services that use fewer resources and generate less waste and emissions with similar functionality of current products or services (Bocken et al., 2014). From the organizational perspective, social enterprise is one of the sustainable business model innovations. ...
... To better understand sustainable business model innovation, Bocken et al. (2014) developed sustainable business model archetypes. Bocken et al. (2014) (Bocken et al., 2014). ...
Rapid growing population, urbanization, climate change, decreasing agricultural production, and soil degradation causes massive challenges for food production and supply chain in Southeast Asia, especially in urban areas. A sustainable food production and supply chain system is needed to produce and supply food for Southeast Asia urban areas. One potential solution to those challenges is introducing vertical farming. Vertical farming can produce high-quality crops locally and sustainably by reducing water and land use, decreasing pesticide use, reducing carbon footprint, and growing plants in any climate.
This research aims to identify the current status of vertical farming startups in Southeast Asia, investigate the existing challenges and available opportunities in the Southeast Asia vertical farming industry, and analyze the sustainability practices and sustainable business model innovation implemented by Southeast Asia vertical farming startups. A literature review of vertical farming business typology, business model innovation, and sustainable business model innovation is used to create theoretical frameworks in this research. This research is an exploratory multiple case studies research with a qualitative method. The data in this research is collected through interviews with founders and managers from 10 vertical farming startups in Southeast Asia. The interview data is analyzed using vertical farming business typology, business model framework, and sustainable business model innovation archetypes.
The research outcomes indicate that the vertical farming industry in Southeast Asia is an early growing industry, and Southeast Asia vertical farming startups are considered as early growing startups with small capital and small teams. Despite existing financial, operational, and market challenges, Southeast Asia vertical farming startups have considerable opportunities to grow with their effort to develop their vertical farming business into a more sustainable business by conducting various sustainability practices and adopting sustainable business model innovation.
... The majority of innovative organizations present sustainability as their competitive advantage and it enhances their competitiveness (Prokop et al., 2017;Liao, 2018;Grinza and Quatraro, 2019;Lenihan et al., 2019;Srisathan et al., 2020;Opland et al., 2021;Haichao et al., 2023). This is because innovation supports the improvement and efficiency of processes and products (Bocken et al., 2014;Adams et al., 2016;Corstjens et al., 2019;Grinza and Quatraro, 2019). ...
... In the globalized environment, which is characterized by strong competition, not only organizations, but also entire countries compete with one another, and their competitiveness depends not only on material resources any longer, but mainly on the knowledge of employees , whom they use to make new innovations for the development of the entire organization. Continuous development, increasing individual knowledge, skills, qualifications, and experience will improve the innovation potential of individuals, teams, and organizations in all types of innovation, which is confirmed by the authors (Cerne et al., 2013;Bocken et al., 2014;Hollensbe et al., 2014;Stachová et al., 2017;Leopold, 2019). ...
Innovation is an important part of a sustainable society and a prerequisite for the long-term competitiveness of organizations. Continuous innovation can support the sustainability of organizations, which represents an important area for every organization and for the entire society. This paper aims to identify the main sources of innovation that support sustainability and competitiveness in the organizations surveyed. The study is based on both quantitative and qualitative research (the questionnaire survey of n 1 = 183; the focus groups of n 2 = 5), using the tools of descriptive statistics and factor analysis by the method of principal components. The results have shown that the main sources of innovation are stakeholders involved in the sales chain, primary and applied research, innovation programmes focused on employees as well as customers, and benchmarking.
... Bocken et al. [16] refer to IS as an SD model that creates benefits from waste. Additionally, IS is considered to be an important tool for SD that allows the implementation of the UNEP's Sustainable Development Goals (SDGs) [10,17]. ...
This study presents the developing process of the Śmiłowo Eco-Park, located in the Noteć valley region (Poland), is a part of the biggest Polish agri-food consortium, from its initial small waste management company to its final structure as an eco-industrial park using industrial symbiosis methods. The industrial symbiosis applied in the Eco-park promotes a business model which covers the whole life cycle of the products starting from the plant growing by animal feed preparation, livestock breeding, meat preparations, meat-bone meal production from animal waste, and the use of pig slurry as a fertilizer. The Eco-park model is presented in the form of a system of connected stream flows of materials and energy covering the full lifecycle of products, from cereal cultivation, through the production of industrial feed, and poultry and pig breeding for the production of meat products. The solutions used include the prevention of environmental pollution through the modernization of existing processes, implementation of new technologies, reduction of waste and its reuse, recycling, and recovery of materials and energy, the substitution of raw materials with waste, and thermal treatment of waste and its use as biofuel. This case study allows for analyses of the organizational and technical key strategic activities which enable waste, including hazardous waste, to be transformed into valuable materials and energy. These activities have modified the system of material and energy flows through the value chain to realize the goal of allowing profitable management of waste according to circular economy methods and also indicates methods of supporting modifications of supply chains in terms of implementation of the industrial symbiosis business model according to its relationship with sustainable development, cleaner production, and circular economy models. EIP Śmiłowo annually utilizes 300,000 t meat waste, produces 110,000 t meat bone meal biofuel, uses 120,000 t of pig manure as fertilizers, produces 460,000 GJ bioenergy, eliminates 92,000 t CO2 emissions.
... In fact, the industrial sector is recognized as one of the main sources of environmental pollution and resource depletion [4] due to a high consumption rate of energy, an overconsumption rate of resources, and a carelessness of the emitted gases to the atmosphere [5]. However, with an expected increment of the world population and associated boom in consumption rates and environmental effects, it shows that the usual business at its current existence is not leading the world into a better future in terms of sustainability [6]. Many researchers have recommended various approaches to encounter aforementioned challenges to transform the industrial sector into more eco-friendly industry. ...
... Furthermore, the circular economy paradigm intends to grant the circulation of resources within a closed loop, leading to the overall reduction of the need for new materials as inputs into production systems [7]. In addition, researchers and practitioners have recognized how the circular economy principles are producing entirely new and highly innovative business models, such as sharing platforms, remanufacturing, modular design, and circular supplies, which are radical and crucial approaches that profoundly transform the current market culture by adopting circular loops [6]. Furthermore, the fundamental definition of the main elements of circular business models can be derived from the essential principles of the circular economy. ...
... Furthermore, the essence of share could also be achieved through the reuse of old products and items that are considered as a waste and recover them back into the production cycle. In addition, the extension of a product lifecycle is a core emphasis in this clause via many practices, including maintenance, repair, refurbishment, and upgrading of products [6]. Furthermore, stretching the product lifecycle would involve actions at the pre-existing stage of the resource, such as at the design stage, to ensure durability enhancements. ...
In today’s business environment, contributions made by the manufacturing sector to the economy and social development is evident. With a focus on long-term development, the manufacturing sector has adopted advanced operating strategies, such as lean manufacturing, industry 4.0, and green practices in an integrated manner. The integrated impact of circular economy, industry 4.0, and lean manufacturing on sustainability performance has not been adequately addressed and investigated. Therefore, the aim of this study is to investigate the integrated impact of circular economy, industry 4.0, and lean manufacturing on the sustainability performance of organizations in Saudi Arabia. Data were collected through a questionnaire-based survey as a primary data instrument. A total of 486 organizations have responded to the survey within the timeframe. Moreover, the structural equation modeling method is utilized for data analysis through SmartPLS tool for the developed hypotheses of the research. The findings highlight the positive impact of circular economy on the sustainability of the organizations. Furthermore, the results indicate that industry 4.0 and lean manufacturing have positive mediating impacts as enablers for the successful implementation of circular economy toward the sustainable performance of organizations in Saudi Arabia. The study finding confirms that lean manufacturing is a substantial mediating variable that is essential for the successful implementation of industry 4.0 technologies. Moreover, the study indicates the recognition and acknowledgment of companies on circular economy principles, industry 4.0 technologies, and lean manufacturing tools to achieve the desired sustainability.
... However, circularity necessitates transforming the industrial system, specifically the way companies generate value, understand, and do business. This transition requires rethinking existing business models (BMs) to allow value creation and resource consumption to be decoupled [16]. Therefore, BM innovation (BMI) toward circularity is a crucial capability for companies. ...
... The model describes the way companies transform their conceptual framework by investing in technologies that allow faster innovation and search for new products, processes, methods of communication, and business growth. Here, the sustainable BM archetypes [16] were adopted and adapted to group the mechanisms and solutions that have been identified to help build the circular BM. Sections 4.1-4.8 ...
... The initial systematic review supported the raw structure of the study model. It informed knowledge on the way adopting the archetype model that Bocken et al. [16] developed could meet the modern BM design criteria to shift the fashion industry to digital circular fashion. It refers to the dual role of digital innovations as critical enablers and triggers for circular BMs. ...
The fashion industry is at a stage of profound transformation of its operating paradigm. Because of their stakeholders’ pressure, companies have begun to pursue strategic solutions that include sustainability as a guiding principle. Such strategies push for effective organizational solutions and production models that take into consideration the conservation of the planet’s resources, respect for people, and the sustainability of their profits. In this context, the fashion industry is now recognizing the circular economy (CE) as the primary BM to address sustainability-related industry issues. The authors have adopted a specific technological-driven perspective that attempts to analyze today’s context and map digitally driven practices in European fashion companies. These practices are emerging to support fashion organizations so that they can focus their sustainability agendas and better implement circular BMs. This perspective is consistent with the current fashion context, where digital transformation is recognized as an asset that could transform the industry into a more sustainable business. This proposed objective is realized through an iterative process of modeling data. The BMIs identified here are grouped according to Bocken’s eight archetypes: maximize material and energy efficiency; create value from ‘waste’; substitute with renewables and natural processes; deliver functionality rather than ownership; adopt a stewardship role; encourage sufficiency; re-purpose the business for society/the environment and develop scale-up solutions. They guide the authors in modeling mechanisms and solutions that help build business innovations that work to ensure circularity. Analyzing the current best practices, this article introduces a taxonomy that highlights current approaches that lead to incremental changes toward CE through digital solutions.
