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The triple layered business model canvas: A tool to design more sustainable business models
Abstract
The Triple Layered Business Model Canvas is a tool for exploring sustainability-oriented business model innovation. It extends the original business model canvas by adding two layers: an environmental layer based on a lifecycle perspective and a social layer based on a stakeholder perspective. When taken together, the three layers of the business model make more explicit how an organizations generates multiple types of value - economic, environmental and social. Visually representing a business model through this canvas tool supports developing and communicating a more holistic and integrated view of a business model; which also supports creatively innovating towards more sustainable business models. This paper presents the triple layer business model canvas tool and describes its key features through a re-analysis of the Nestlé Nespresso business model. This new tool contributes to sustainable business model research by providing a design tool which structures sustainability issues in business model innovation. Also, it creates two new dynamics for analysis: horizontal coherence and vertical coherence.
... While the tool could have taken different forms, such as an altered business model canvas or a typology, it was decided that the concept of sufficiency businesses was not yet well-known enough. A business model canvas, for example, is commonly used to integrate sustainable or circular business principles in a specific business (e.g., Joyce & Paquin, 2016). While this may be a necessary next step, businesses so far rarely understand sufficiency or believe it is possible to adopt it in a business context. ...
... They can take diverse forms and a range of innovation tools has been developed specifically for innovation towards sustainability. These include sustainability adaptations to the Osterwalder (2010) Business Model Canvas (Bocken et al., 2013;Jones & Upward, 2014;Joyce & Paquin, 2016), typologies (Luedeke-Freund et al., 2019) and archetypes (Bocken et al., 2014). Tools can also come in a gamified form, for instance to support sustainable product or business model innovation (Whalen & Kijne, 2019). ...
... Business transformation towards sustainability is indispensable if we want to avoid further ecological degradation and social inequality. Businesses can transform through sustainability-oriented innovation but, as stated by Joyce and Paquin (2016), "for sustainability-oriented innovation to be truly impactful, it needs to move beyond incremental, compartmentalized changes within an organization and towards integrated and integral changes" (p. 1474). ...
... Thus, businesses are expected to be responsible, and to proactively respond to issues like financial crises, economic and social inequalities, demographic growth, environmental hazards, climate change, resource scarcities, energy demands and technological development. These issues can be seen as both risks and opportunities in reaching sustainability (Dressler, 2023;Hong et al., 2022;Joyce and Paquin, 2016). Sustainable and collaborative innovations based on digital technologies can contribute to the ability of businesses to face and adapt to these challenges (Hong et al., 2022). ...
... On the other hand, business model innovation is based on a 'profit first' or economic value orientation (Joyce and Paquin, 2016). Hence, the question remains if digital technologies can make actual change towards a sustainable and healthy food system throughout value chains in the agri-food sector. ...
... Hence, the question remains if digital technologies can make actual change towards a sustainable and healthy food system throughout value chains in the agri-food sector. This means that it will prove to be valuable to make a critical evaluation of sustainability-oriented innovation of entrepreneurs, which includes looking at all the aspects of business models as well as the value chain in which they are placed, and their economic, environmental and social impact (Bigliardi and Filippelli, 2022;Dressler, 2023;Joyce and Paquin, 2016). A critical and systematic evaluation can be reached, first through advancing knowledge by performing a literature review systematically, and then developing a theoretical framework accordingly (Snyder, 2019;Torraco, 2005). ...
The expectations of digital technologies in sustainable agricultural development are considerable. However, applying these technologies in agri-food value chains can have downsides, which are still barely studied. The main objectives of this systematic literature review were to discover the state of the art of the research in the use of digital technologies in business models contributing to sustainability in the agri-food sector, and to make recommendations for future research and management practice. In order to bring concepts together and develop a theoretical framework and advance knowledge, performing a literature review is conducive. Here, the commonly-used PRISMA-method was used to develop a systematic literature review. From this review, an overview of business model innovations, and drivers, benefits and drawbacks of digitalisation in agri-food value chains were distinguished. Key themes found in the literature were the effects of COVID-19 on digitalisation and business resilience, the economic sustainability of business models, and the importance of communication technologies in agri-food value chains. This article recommends for future research and management practice to use a framework that looks through a value co-creation and open innovation perspective to the individual business model level and the interaction between (sustainable) business models in local and global food systems.
... Тришарове полотно (канва) бізнес-моделі є інструментом для інтеграції економічних, екологічних і соціальних аспектів у цілісне бачення бізнесмоделі організації, орієнтованої на сталість (Joyce, & Paquin, 2016). Вона базується на оригінальній економічній структурі бізнес-моделі, додаючи ще дві структури (екологічну -життєвий цикл і соціальну -зацікавлені сторони), які зосереджуються на відображенні екологічних і соціальних аспектів бізнесу. ...
... Концепція тришарового полотна бізнес-моделі походить від традиційної канви бізнес-моделі з акцентом на фінансових аспектах та доповненням додатковими шарами (соціальним та екологічним), що уможливлює створення сталих бізнес-моделей підприємств. Класичний економічний шар зосереджений на фінансових результатах, оскільки основною метою приватних компаній є отримання прибутку (Joyce, & Paquin, 2016). Соціальний шар безпосередньо впливає на співробітників, клієнтів, ланцюги постачання та інші зацікавлені / дотичні сторони, охоплюючи дев'ять елементів моделі: соціальну цінність, управління, співробітників, соціальну культуру, масштаб взаємодії, кінцевих користувачів, соціальні впливи та соціальні переваги (Joyce, & Paquin, 2016). ...
... Класичний економічний шар зосереджений на фінансових результатах, оскільки основною метою приватних компаній є отримання прибутку (Joyce, & Paquin, 2016). Соціальний шар безпосередньо впливає на співробітників, клієнтів, ланцюги постачання та інші зацікавлені / дотичні сторони, охоплюючи дев'ять елементів моделі: соціальну цінність, управління, співробітників, соціальну культуру, масштаб взаємодії, кінцевих користувачів, соціальні впливи та соціальні переваги (Joyce, & Paquin, 2016). Екологічний шар зосереджений на таких чинниках як природні ресурси, забруднення повітря, води та інших аспектах довкілля. ...
Метою дослідження є аналіз і розроблення прототипів бізнес-моделі, орієнтованої на сталість, для підприємств лісового сектора України на прикладі конкретного деревообробного підприємства. Кількість публікацій на тему моделей сталого бізнесу у міжнародних виданнях зростає, що засвідчує зростання вагомості цього напряму досліджень. Проаналізовано концептуальні підходи по основних країнах, журналах, провідних авторах, основних дисциплінарних напрямах, за яким виходять у світ статті з проблем моделей сталого бізнесу. Аналіз визначень терміну «стала бізнес-модель» у науковій літературі свідчить, що, незважаючи на відмінності у трактуваннях, акцент у них ставиться на створенні цінності для ширшого кола зацікавлених сторін шляхом інтеграції соціальної, екологічної та бізнес-діяльностей. Досліджуване підприємство «Міллвуд» розташоване у регіону Українських Карпат і репрезентує дерево обробні підприємства, які використовують місцеву сировину для виробництва. Інтерв’ювання представників підприємства дало можливість виявити бачення ключових ресурсів і видів діяльності, ключових партнерів, ціннісної пропозиції, сегментів клієнтів та відносин з ними. Запропонована бізнес-модель підприємства «Мілвуд» інтегрує три виміри бачення сталості розвитку підприємства. Для зміни економічної моделі з лінійної на циркулярну необхідно розробити стратегію переходу на циркулярні принципи економіки, оскільки елементи такої стратегії відображені лише в окремих нормативних документах і публікаціях, однак не стали платформою прийняття бізнес-рішень на засадах сталого розвитку.
Ключові слова: бізнес-процеси; стале виробництво; відповідальне споживання; циркулярна економіка; ціннісна пропозиція.
... Тришарове полотно (канва) бізнес-моделі є інструментом для інтеграції економічних, екологічних і соціальних аспектів у цілісне бачення бізнесмоделі організації, орієнтованої на сталість (Joyce, & Paquin, 2016). Вона базується на оригінальній економічній структурі бізнес-моделі, додаючи ще дві структури (екологічну -життєвий цикл і соціальну -зацікавлені сторони), які зосереджуються на відображенні екологічних і соціальних аспектів бізнесу. ...
... Концепція тришарового полотна бізнес-моделі походить від традиційної канви бізнес-моделі з акцентом на фінансових аспектах та доповненням додатковими шарами (соціальним та екологічним), що уможливлює створення сталих бізнес-моделей підприємств. Класичний економічний шар зосереджений на фінансових результатах, оскільки основною метою приватних компаній є отримання прибутку (Joyce, & Paquin, 2016). Соціальний шар безпосередньо впливає на співробітників, клієнтів, ланцюги постачання та інші зацікавлені / дотичні сторони, охоплюючи дев'ять елементів моделі: соціальну цінність, управління, співробітників, соціальну культуру, масштаб взаємодії, кінцевих користувачів, соціальні впливи та соціальні переваги (Joyce, & Paquin, 2016). ...
... Класичний економічний шар зосереджений на фінансових результатах, оскільки основною метою приватних компаній є отримання прибутку (Joyce, & Paquin, 2016). Соціальний шар безпосередньо впливає на співробітників, клієнтів, ланцюги постачання та інші зацікавлені / дотичні сторони, охоплюючи дев'ять елементів моделі: соціальну цінність, управління, співробітників, соціальну культуру, масштаб взаємодії, кінцевих користувачів, соціальні впливи та соціальні переваги (Joyce, & Paquin, 2016). Екологічний шар зосереджений на таких чинниках як природні ресурси, забруднення повітря, води та інших аспектах довкілля. ...
Метою дослідження є аналіз та розроблення прототипів бізнес-моделі, орієнтованої на сталість, для підприємств лісового сектора України на прикладі конкретного деревообробного підприємства. Кількість публікацій на тему моделей сталого бізнесу у міжнародних виданнях зростає, що засвідчує зростання вагомості цього напряму досліджень. Проаналізовано концептуальні підходи по основних країнах, журналах, провідних авторах, основних дисциплінарних напрямах, за яким виходять у світ статті з проблем моделей сталого бізнесу. Аналіз визначень терміну «стала бізнес-модель» у науковій літературі свідчить, що, незважаючи на відмінності у трактуваннях, акцент у них ставиться на створенні цінності для ширшого кола зацікавлених сторін шляхом інтеграції соціальної, екологічної та бізнес-діяльностей. Досліджуване підприємство «Міллвуд» розташоване у регіону Українських Карпат і репрезентує деревообробні підприємства, які використовують місцеву сировину для виробництва. Інтерв’ювання представників підприємства дало можливість виявити бачення ключових ресурсів і видів діяльності, ключових партнерів, ціннісної пропозиції, сегментів клієнтів та відносин з ними. Запропонована бізнес-модель підприємства «Мілвуд» інтегрує три виміри бачення сталості розвитку підприємства. Для зміни економічної моделі з лінійної на циркулярну необхідно розробити стратегію переходу на циркулярні принципи економіки, оскільки елементи такої стратегії відображені лише в окремих нормативних документах і публікаціях, однак не стали платформою прийняття бізнес-рішень на засадах сталого розвитку.
... Several forms of platform-based circular business models have recently been identified, connecting organizations, NGOs, and final users, following different configurations (B2B, B2NGO, B2C, C2C) both in the CE (Ciulli et al., 2020) and sharing economy literatures (Michelini et al., 2018). However, these studies converge to show that many of these platform-based initiatives remain marginal and most of them fail to scale up and sustain a Triple Bottom Line performance, along the economic, social, and environmental dimensions (Joyce & Paquin, 2016). ...
... At the meso-level, a second stream of analysis explores sectoral and cross-sectoral coordination, for example through industrial symbiosis and industrial ecology tradition (Neves et al., 2020). A rapidly growing stream at the microlevel of analysis focuses on sustainable innovations and circular business models (Geissdoerfer et al., 2020) expected to provide dual -or triple -benefits on environmental, social, and economic dimensions (Joyce & Paquin, 2016). ...
... To understand the institutional conditions and capabilities needed for CEBMs to emerge, we need a "thick description" of a successful platform CEBM, which is likely to reveal how the holistic and integrated arrangement of strategic decisions and operational activities can generate TBL performance (Joyce & Paquin, 2016) over time. For these reasons, we propose to develop a fine-grained analysis of an innovative platform CEBM, to explore its key enabling managerial capabilities, operating both at the managerial and institutional levels. ...
In a context of growing environmental challenges, circular economy (CE) business models appear necessary for business to contribute positively to the ecological transition. While platform business models have been identified as a new and promising model in CE, we still lack a fine-grained understanding of the critical capabilities involved in developing and scaling them. To fill this gap, we build on a single case study of Phenix, a French-based fast-growing start-up in the food industry, tackling the issue of food waste. We identify three core managerial capabilities involved in the successful scaling of Phenix's business model. In addition to ecosystem orchestration capabilities, we identify two types of ambidextrous capabilities – forms of ambidexterity operating both at the organizational and at the institutional level. Our analysis highlights the importance of considering these capabilities in a bundle as they collectively contribute to the performance and scaling potential of the business model. We also call for an increased consideration of the role of institutional factors in shaping opportunities to design and scale profitable business models.
... It highlights LS embedded view of stakeholder dependence (Marcus et al., 2010), emphasizing its ability to adapt through iterative and non-linear innovation processes (Geissdoerfer et al., 2018). E-SAFE also underscores LS's capacity to effectively balance economic, social, and environmental goals (Godelnik & van der Meer, 2019; Joyce & Paquin, 2016), making it well-suited for addressing sustainability challenges. ...
... Practices may follow linear, stage-gated processes (Cooper, 2014) or adapt continuously through nonlinear, effectual approaches (Frederiksen & Brem, 2017;Sarasvathy, 2001). Some practices focus on developing a single business model, while others create multiple interconnected models to handle complex value cycles (Joyce & Paquin, 2016). Business models may also be built incrementally from a strong value proposition (Bocken et al., 2014;Boons & Lüdeke-Freund, 2013;Joyce & Paquin, 2016;Osterwalder & Pigneur, 2010), or emerge synergistically as layered systems where the model itself becomes the value proposal (Abdelkafi & Täuscher, 2016;Bocken et al., 2014;Geels, 2004;Holland, 2006). ...
... Some practices focus on developing a single business model, while others create multiple interconnected models to handle complex value cycles (Joyce & Paquin, 2016). Business models may also be built incrementally from a strong value proposition (Bocken et al., 2014;Boons & Lüdeke-Freund, 2013;Joyce & Paquin, 2016;Osterwalder & Pigneur, 2010), or emerge synergistically as layered systems where the model itself becomes the value proposal (Abdelkafi & Täuscher, 2016;Bocken et al., 2014;Geels, 2004;Holland, 2006). ...
... It highlights LS embedded view of stakeholder dependence (Marcus et al., 2010), emphasizing its ability to adapt through itera ve and non-linear innova on processes (Geissdoerfer et al., 2018). E-SAFE also underscores LS's capacity to effec vely balance economic, social, and environmental goals (Godelnik & van der Meer, 2019;Joyce & Paquin, 2016), making it wellsuited for addressing sustainability challenges. ...
... Prac ces may follow linear, stage-gated processes (Cooper, 2014) or adapt con nuously through nonlinear, effectual approaches (Frederiksen & Brem, 2017;Sarasvathy, 2001). Some prac ces focus on developing a single business model, while others create mul ple interconnected models to handle complex value cycles (Joyce & Paquin, 2016). Business models may also be built incrementally from a strong value proposi on (Bocken et Bocken et al., 2014;Geels, 2004;Holland, 2006). ...
... (Amit & Zo , 2012;Zo et al., 2011) Do business models develop several business models simultaneously? (Amit & Zo , 2012;Joyce & Paquin, 2016) Dichotomy 4 Do business models incrementally build from a value proposal? (Bocken et al., 2014;Boons & Lüdeke-Freund, 2013;Joyce & Paquin, 2016;Osterwalder & Pigneur, 2010) Do business models synergically emerge as coherent units? ...
... Other authors define a business model as a model that produces a competitive advantage by offering superior value for customers and defining a path towards sustainable development for the corporation and society (Bocken et al., 2014). In addition, such models allow organisations to perceive current challenges, such as financial crises, economic and social inequalities, material resource shortages and technological developments, 3 not as risks, but as opportunities to engage themselves in sustainability-oriented business model innovations (Joyce & Paquin, 2016). These definitions contain important concepts embedded in this work. ...
... The TBL is a relatively widely understood perspective from which to consider an organisation's economic, environmental and social conceptual framework. In order to design business models that support more sustainable action, it can be useful to employ the Triple Layered Business Model Canvas (TLBMC) (Joyce & Paquin, 2016). Osterwalder and Pigneur (2010) developed the traditional model of Business Model Canvas (BMC) as a tool to facilitate discussion, debate and exploration of potential innovations in business models. ...
... It aligns profit and purposes to support more sustainabilityoriented value creation. Environmental and social value are implicitly deemphasised due to the tool's explicit 'profit-first', or economic value, orientation (Joyce & Paquin, 2016). ...
The purpose of this paper is to identify how it is possible to develop an innovative business model and to deal with sustainability issues by managing creative and cultural industries (CCIs) and related initiatives. The study presents a general theoretical framework for the notion of sustainability, provides insights into its economic aspects and investigates the social implications of its impact. It also analyses the evolution of CCIs across Europe and outlines the key concept of a 'business model'. The study implements a qualitative research method, combining an exploratory case study with field-based action research. The empirical part focuses on an Italian social enterprise that fosters local tourism through the promotion of heritage and the dissemination of academic research. The aim of this paper is to show that an improvement in economic sustainability is necessary to develop a suitable business model to overcome the new challenges faced by CCI organisations.
... Its core values are equity, meaning equality of opportunity, satisfaction of basic needs of life and the opportunity to participate in social life, solidarity, and egalitarianism, ensuring equal opportunities to participate in development (Szadzińska, 2015, 134-135). The literature also emphasizes the role of employees as the main stakeholders of the organization (Luqman, Zhang, Hina, 2023;Joyce, Paquin, 2016, 1474-1486M. de Bussy, 2012, 280-287). ...
... Companies are facing an important social change to create long-term value for multiple stakeholders, including employees, and devote equal attention to social, environmental and economic development (Pfajfar, Shoham, Małecka, Zalaznik, 2022, 46-61). Diverse components may be considered as factors of this relationship, such as varieties pay, gender, ethnicity, and education within the organization (Joyce, Paquin, 2016, 1474-1486. Luqmand et al. noticed that employees who engage in extra-role behavior, such as proactiveness, could benefit the organization in terms of effectiveness and suitability (Luqman, Zhang, Hina, 2023), which is additionally confirmed by other researchers who claim that fostering a supportive work environment leads to better employee performance and satisfaction (Yawar, Seuring 2017, 621-643). ...
... The respondent profiles are presented in Table 2. In order to examine the relation between activities in the social dimension (Joyce, Paquin, 2016, 1474-1486 and social outcomes (Zgrzywa-Ziemak, 2019, 217-270), the following key variables were defined (Fig. 2). The reliability, measured by Cronbach's alpha coefficient of all variables, was higher than 0.8, which means a high level of reliability of measurement scales (information about the number of items forming each variable is provided at the top right of each variable). ...
The article refers to a valid and current research area related to business sustainability. The development of the concept of sustainability has resulted in the linking of the overall concept to the actions that entrepreneurs take for sustainable development. Thus, it has moved the discussion to the level of sustainable business models, taking into account economic, environmental and social aspects together. The paper focuses on the social layer of the sustainable business model. The main objective of this article is to identify the relationship between activities in the social dimension and sustainable outcomes. Research covers organizations operating in Poland and is based on a questionnaire (the statistical analysis is based on empirical studies conducted in 303 companies operating in Poland). The data collected allowed the construction of a regression model and the results revealed statistically significant relationships between social outcomes and values for society and employees.
... Based on observations of the business that Laptopin runs from the start of incoming goods until the goods are ready to be sent to consumers, Laptopin is very concerned about customer satisfaction and after sales service . After-sales service is a service provided to customers who have purchased or used the product they purchased [6] (Kasmere: 2017). After-sales service includes defects, rejects, returns, replacements, product warranties, customer service, immediate repair services, periodic maintenance and repair programs, availability of components and spare parts [7] (Diana: 2018). ...
... 6. Scale of Outreach The reach scale describes how close the relationship an organization has built with its stakeholders through its actions over time. This may include ideas for developing long-term, integrative relationships and impact coverage in a geographical, local, regional or global focus; as well as the impact of the organization in how and whether it overcomes social differences such as interpreting ethical and/or cultural actions locally across different cultures and countries [4] (Joyce & Paquin, 2016). It is hoped that from the proposals given on this outreach scale, Laptopin can absorb more workers and help the government reduce the unemployment rate, especially for people with disabilities. ...
Digitalization forces people to be able to utilize technology in their daily activities. Laptops are a supporting tool for doing work to learning. The used laptop business is booming with prices that are much cheaper than new laptops. With intense competition, a business model is needed so that the business can continue to survive and develop. The purpose of this research is to project the Laptop in business model which will produce the best strategy for decision-making considerations in the context of developing an ongoing business using the Triple Layered Business Model Canvas. The method used in this research is a descriptive method with a case study approach. The steps taken are (1) SWOT Analysis Formulation, (2) Triple Layered Business Model Canvas Strategy Formulation, and (3) PMIA Method. Where this research finds that businesses are in a growth and build position through an integrative strategy by working on the B2B market, in mapping the business model 3 aspects can help Laptop in to create business value, namely (1) economic aspects, by creating consumer forums to create loyal consumers (2) environmental aspects, processing electronic waste through third parties and (3) social aspects, providing opportunities for persons with disabilities to become part of the shop employees. Decision-making on the TLBMC Laptop in elements using the PMIA (Plus Minus Implication Analysis) method gives a total PMIA score sequentially from largest to smallest, namely the economic layer +39, the environmental layer +33, and the social layer +29. These results indicate that the current decision-making in Laptop in business development is appropriate and feasible to continue.
... Based on observations of the business that Laptopin runs from the start of incoming goods until the goods are ready to be sent to consumers, Laptopin is very concerned about customer satisfaction and after sales service . After-sales service is a service provided to customers who have purchased or used the product they purchased [6] (Kasmere: 2017). After-sales service includes defects, rejects, returns, replacements, product warranties, customer service, immediate repair services, periodic maintenance and repair programs, availability of components and spare parts [7] (Diana: 2018). ...
... 6. Scale of Outreach The reach scale describes how close the relationship an organization has built with its stakeholders through its actions over time. This may include ideas for developing long-term, integrative relationships and impact coverage in a geographical, local, regional or global focus; as well as the impact of the organization in how and whether it overcomes social differences such as interpreting ethical and/or cultural actions locally across different cultures and countries [4] (Joyce & Paquin, 2016). It is hoped that from the proposals given on this outreach scale, Laptopin can absorb more workers and help the government reduce the unemployment rate, especially for people with disabilities. ...
This research explores the impact of electronic word of mouth (e-WOM) and risk perception on purchasing decisions within the marketplace among residents in Garut Regency. The study focuses on individuals who have engaged in shopping activities on various platforms such as Shopee, Tokopedia, Lazada, Bukalapak, Blibli, and others in Garut Regency. The research population consists of individuals who have actively participated in marketplace transactions, with a sample size of 96 marketplace customers. Data collection utilized two methods: online surveys via Google Form and offline surveys conducted by directly engaging respondents across various sub-districts in Garut Regency. Data analysis was carried out using SPSS Statistics 26 and SmartPLS3 applications, employing purposive sampling. The primary objective of this research is to ascertain the influence of electronic word of mouth (e-WOM) and risk perception on purchasing decisions. The findings reveal that the e-WOM variable holds a substantial influence of 63% on purchasing decisions, while the risk perception variable exerts an 18.4% influence. These results demonstrate the interconnected nature of these variables, indicating that each variable can significantly impact the others.
... Triple Layered Business Model Canvas (TLBMC) as a supporting tool for exploring sustainable modeling creativity and sustainabilityoriented innovation more broadly. TLBMC complements and expands the methods of Osterwalder & Pigneur's original economically oriented business model canvas concept with a new canvas layer exploring the creation of environmental and social value (Joyce & Paquin, 2016). ...
... From the SWOT analysis carried out, Jangji was able to implement its business model into a business model canvas. The following is an explanation of the 9 boxes of Osterwalder and Pigneur's business model canvas (Joyce & Paquin, 2016): ...
The business model is a crucial aspect of building a business. The Wedding Organizer (WO) business is getting back on its feet as social restrictions are lifted during the Covid 19 pandemic. Jangji is a one-stop application built to select and use WO and Wedding Planner services. The purpose of this research is to project the Jangji business model and design a business model using the Business Model Canvas approach. The method used in this research is descriptive method with a case study approach. The steps taken are: (1) SWOT Analysis, (2) Grand Strategy Analysis, (3) Business Model Canvas. This research found that the right strategy to apply to this business is the Growth and Stability Strategy, where Jangji can add more application features, take advantage of the momentum as a pioneer and publish tools in applications through digital marketing. It is hoped that the BMC mapping in this research can help the development of Jangji's business model.
... The emerging focus on integrating sustainability into business models has paved the way for the development of sustainable business model innovation (SBMI), highlighting the increasing demand and opportunities for sustainability-oriented practices within business frameworks. According to Joyce and Paquin (2016), the "Triple Layered Business Model Canvas" is a framework designed to support sustainability-oriented business model innovation. It enhances the original business model canvas by introducing two additional layers: an "environmental layer" based on a lifecycle perspective and a "social layer" rooted in a stakeholder perspective. ...
... Environmental Value Proposition: Traditionally, the environmental aspect of a business model focuses on using Lifecycle Assessment (LCA) to evaluate the environmental impacts of a product or service and improving environmental performance (e.g., Joyce & Paquin, 2016). ...
This study explores the integration of digitalization and circular economy (CE) principles within the maritime industry through a theoretical analysis, proposing a framework that aligns business models with Sustainable Development Goals (SDGs) and net-zero objectives. By investigating how digital servitization and circular business models can drive economic, social, and environmental outcomes, this research provides valuable insights into sustainable value creation and capture across maritime value chains. The theoretical analysis covers the evolution of business models, emphasizing their collective role in fostering sustainable transformation within the maritime sector. The central idea of this study is a sustainable value mapping approach that aligns product–service systems (PSSs) with circular economy principles, incorporating lifecycle thinking (LCT) to capture the full environmental, economic, and social impacts. This broader perspective on the economic value proposition highlights the need for a shift from selling products to offering servitized products, acknowledging the importance of sustainability across the entire product lifecycle. This framework offers actionable guidance for maritime stakeholders committed to transitioning their value chains towards sustainable, circular models, addressing both production and consumption dimensions to achieve broader environmental and social benefits.
... Compared to domestic studies such as (Mohammadian et al., 2021;Sadeghi et al., 2018) which developed its business model canvas based on the same model ( Osterwalder & Pigneur 2010) and did not make any changes in the design and number of components of the business model canvas presented in the context of its research, the present study was able to identify new dimensions and components such as strategy, key platform, competitors, etc. by carrying out innovative design in the structure of the basic model and add them to the previous components of the basic model. Compared to the business model presented by (Joyce & Paquin, 2016) the present study only conformed to the economic layer of this model and expanded it; However, it does not cover the main components of the social and environmental layer considered by (Joyce & Paquin, 2016) this can be considered as a limitation of the present research. Another limitation of the present research is that since the concept of value proposition is one of the key concepts in understanding the business model, the proposed business model framework does not seem to be a suitable solution for entrepreneurs who do not understand the concept of value proposition and cannot be used. ...
... Compared to domestic studies such as (Mohammadian et al., 2021;Sadeghi et al., 2018) which developed its business model canvas based on the same model ( Osterwalder & Pigneur 2010) and did not make any changes in the design and number of components of the business model canvas presented in the context of its research, the present study was able to identify new dimensions and components such as strategy, key platform, competitors, etc. by carrying out innovative design in the structure of the basic model and add them to the previous components of the basic model. Compared to the business model presented by (Joyce & Paquin, 2016) the present study only conformed to the economic layer of this model and expanded it; However, it does not cover the main components of the social and environmental layer considered by (Joyce & Paquin, 2016) this can be considered as a limitation of the present research. Another limitation of the present research is that since the concept of value proposition is one of the key concepts in understanding the business model, the proposed business model framework does not seem to be a suitable solution for entrepreneurs who do not understand the concept of value proposition and cannot be used. ...
The aim of this study is to present a new business model to help entrepreneurs develop new
businesses and e-commerce startups. The research method is exploratory in terms of its application
objective, developmental in terms of its orientation, and quantitative in nature. The research expert
population is 25 experts in the field of entrepreneurship and e-commerce. The model development was
based on the basic entrepreneur model of Ostwalder and Pignor (2010) and the limitations identified in
it. In the development of the model, the dimensions and components related to each dimension were
collected by reviewing theoretical basis studies. Then, based on the opinions of experts in order to
calculate the content validity ratio, 12 dimensions and 83 components were finally confirmed and
finalized from the initially introduced dimensions and components. The results of the study show that
the business model presented in the present study, in addition to improving the business model of
Osterwalder and Pignor, leads to a better understanding of the elements of the business model by
entrepreneurs and improves investment negotiations by creating convergence and a common understanding of business concepts between entrepreneurs and investors. By leveraging this improved
business model investment, entrepreneurs focus on the value proposition in addition to technical details.
... Environmental concerns are acknowledged as pioneers in innovation strategies (Orlitzky et al., 2011), crafting new business models (Stubbs & Cocklin, 2008;Joyce & Paquin, 2016), and directing strategic transformations (Aragón-Correa et al., 2008). The transformation of business models based on technology allows companies to understand customers' needs and desires better and facilitates a dynamic adaptation to market preferences (Usai et al., 2020). ...
... Implementing blockchain technology in food distribution chains offers essential possibilities for transforming their traditional business models into more sustainable models, focusing on all stakeholders (Joyce & Paquin, 2016). In contexts characterized by highly competitive sectors, blockchain allows the generation of new business models for sustainability. ...
Introduction: Sustainability is a field of research that concerns today's society. This research has three objectives. Firstly, to analyse the main thematic lines published in the Spanish press on innovation, technology, and their impact on sustainability during the 2014-2019 period. Second, to identify emerging discourses on disruptive technologies and their applicability. Third, from the media representation of the analysed news, build a case study that allows a deep understanding of these technologies' impact on sustainable development. Methodology: News gathering is done using Factiva®, a tool by Dow Jones & Company ©. A sample of 12,647 news items has been obtained. Content analysis is done with T-Lab software. Results: The results suggest that the press uses heterogeneous discourses to construct Spanish public opinion on sustainable development. Blockchain is presented as a disruptive technology for innovations aimed at sustainability. Discussions: Integrating blockchain in food distribution chains transforms traditional business models into more sustainable models. Conclusions: This technology improves food safety risk management and promotes local consumption models.
... Selain itu, mereka menciptakan peluang untuk pertumbuhan dan ekspansi lebih lanjut, yang pada gilirannya dapat meningkatkan pendapatan (Novita et al., 2022). Keberhasilan dan kinerja perusahaan dapat memiliki efek berantai yang menguntungkan seluruh masyarakat dan membantu menciptakan lingkungan ekonomi yang lebih stabil dan sejahtera Budeanu, 2015;Joyce & Paquin, 2016). ...
Kunggulan kompetitif telah menjadi fokus utama bagi banyak organisasi yang ingin bertahan dan berkembang di lingkungan bisnis yang semakin kompetitif. Sementara itu, MSDM memainkan peran kunci sebagai pengelola tenaga kerja perusahaan dan memastikan bahwa sumber daya manusia digunakan secara efektif. Studi ini bermaksud untuk memriksa pengaruh antara kunggulan kompetitif dan manajemen sumber daya manusia (MSDM) dengan kinerja perusahaan. Metodologi penelitian ini melibatkan desain kuantitatif. Data dikumpulkan dari 90 karyawan sektor publik dan swasta di Kota Surabaya. Desain purposive sampling sebagai pengukuran pada teknik pengambilan sampel di studi ini. Analisis statistik dipergunakan sebagai evaluasi pengaruh diantara variabel-variabel ini. Hasil penelitian ini menunjukkan adanya pengaruh positif dan signifikan antara kunggulan kompetitif dan kinerja perusahaan. Kunggulan kompetitif, yang mencakup strategi bisnis, inovasi, dan pelayanan pelanggan, memiliki kemampuan untuk memberikan keunggulan yang bersaing kepada perusahaan dalam lingkungan pasar yang penuh persaingan. Kemudian hasil antara MSDM yang efektif dan kinerja perusahaan yang baik memberikan pengaruh secara signifikan. Keefisienan MSDM memberikan dukungan strategi bisnis terhadap kinerja perusahaan yang baik.
... This commitment can transform sustainability from a mere marketing tool into a core business driver, thus unlocking innovation and creating enduring value for companies, society, and the environment. An illustrative example of this approach is the Triple Layered Business Model Canvas [27], which extends traditional business model design to explicitly include environmental and social considerations alongside economic ones, offering a practical tool for embedding sustainability into corporate strategy. ...
Business models and sustainability are at the heart of most company strategy. Raising environmental awareness together with worldwide ecological controversies prompted companies’ sustainability integration into their business models. The purpose of this paper is to define how sustainable are impact-driven business models, and the logical path for that will be to analyse three best-in-class companies, Patagonia, Ikea and Unilever, sitting on the podium of sustainability rankings. The methodology and approach used was a qualitative literature review based on 38 references, that supported the emergence of a new theoretical concept: the Sustainability Mirror Framework. This model was applied to the equivalent of over 250 pages of web-scrapped materials from the three companies’ websites. The main findings indicated that while a company might have an impact, it doesn’t necessarily mean that it is sustainable for itself and its environment. Integrating impact into business models poses both challenges and opportunities, it emerges as pivotal in addressing contemporary challenges, but clashes with entrenched strategic imperatives, necessitating a paradigm shift. Further studies were identified such as the integration of interviews to confront the collected data with an inner-view point, as well as implementing the developed theoretical framework on a larger scale to confirm its cross-industry applicability. Addressing these themes will contribute valuable insights to academia, policymakers, and practitioners, fostering sustainable and impact-driven practices in business.
... The triple layered business model canvas [2] extends the traditional business model canvas by adding two additional layers: an environmental layer, based on lifecycle assessment, and a social layer, based on stakeholder management. These additional layers offer a more comprehensive understanding of the company's value creation and of the impact that the product can have on the market. ...
Innovation ecosystems often face challenges such as inadequate coordination, insufficient protection of intellectual property, limited access to quality expertise, and inefficient matchmaking between innovators and experts. This paper provides an in-depth design analysis of SPARK-IT, a novel business innovation platform specifically addressing these challenges. The platform leverages advanced AI to precisely match innovators with suitable mentors, supported by a distributed web scraper that constructs expert profiles from reliable sources (e.g., LinkedIn and BrainMap). Data privacy and security are prioritized through robust encryption that restricts sensitive content exclusively to innovators and mentors, preventing unauthorized access even by platform administrators. Additionally, documents are stored encrypted on decentralized storage, with their cryptographic hashes anchored on blockchain to ensure transparency, traceability, non-repudiation, and immutability. To incentivize active participation, SPARK-IT utilizes a dual-token approach comprising reward and reputation tokens. The reward tokens, SparkCoins, are wrapped stablecoins with tangible monetary value, enabling seamless internal transactions and external exchanges. Finally, the paper discusses key design challenges and critical architectural trade-offs and evaluates the socio-economic impacts of implementing this innovative solution.
... Adanya sistem monetisasi yang saat ini berkembang dan semakin terdiversifikasi tentunya juga akan memperkuat pondasi bisnis UMKM dalam jangka panjang. fokus, sistematis, dan memiliki peluang keberhasilan yang lebih tinggi (Joyce & Paquin, 2016). Namun meski potensi, peluang dan manfaat BMC sudah sangat jelas, namun transformasi manajemen bisnis tidak selalu berjalan mulus. ...
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... However, to better consider and represent holistic thinking and sustainability dimensions, several variations and alterations to the traditional BMC have been developed in the 2010s. One alteration is the so-called triple layered business model canvas that uses one layer for each of the three sustainability dimensions: economic, environmental, and social ( Joyce and Paquin, 2016). The economic layer remains the same as the traditional BMC from Osterwalder and Pigneur (2009). ...
... It can help to understand the business model and thereby shows how value is being created, delivered and captured (Osterwalder et al., 2005). Even though, the Business Model Canvas is a useful tool, it only focuses on monetary value and does not include social or ecological value (Joyce and Paquin, 2016;Qastharin, 2016;Sparviero, 2019;Daou et al., 2020). This has led to many adaptations on the Business Model Canvas, including those that focus on circularity of business models (e.g. ...
There is more and more to do on making better use of plastic waste. The plastic issue has been stressed several times by many governments, public agencies, businesses and academics. The concern over plastic waste resulted in plastic roadmaps and plastic pacts that aim to establish a circular plastic economy in different regions. Though, what is much needed to tackle this kind of issue, is the kind of entrepreneurship that uses creativity that kindles innovation for a circular economy.
Currently, one of the main issues with regards to plastic waste in Europe is finding application for the use of residual ‘mix plastic’ waste stream. Where mono streams of plastic waste are often successfully recycled, resulting in valuable circular resources, the fraction that remains after sorting, referred to as mix plastic, is left without purpose and is often incinerated.
When scrutinizing the issue of valuable use of mix plastic waste, two perspectives are being used in this case study. First of all we map the material flow of plastic waste streams. Although a high level analysis gives an idea of the magnitude of the problem, it is not fit to understand regional situations. Local analysis are needed to identify valuable use of waste and understand where incineration can be prevented. Secondly, circular strategies and end-of-life solutions for putting waste to valuable use are identified and studied. To this end, the business model and operational process of the Green Plastic Factory are scrutinized.
In this paper we present the case of the Green Plastic Factory, a production plant to foster the local circular economy. This factory concept can be put into use on a local scale. The Green Plastic Factory adopts a technology referred to as intrusion-extrusion moulding (IEM), which combines the extrusion process with shaping material in a mould: intrusion. This IEM factory set-up can handle high contaminations that are typical for low quality mix plastic. In this way the Green Plastic Factory provides solutions to left-over waste streams, which are typical for household waste.
... In order to examine the relation between activities in environmental dimension (Joyce, Paquin, 2016) and environmental outcomes (Zgrzywa-Ziemak, 2019), the following key variables were defined (Figure 2). The reliability measured by Cronbach's alpha coefficient of all variables was higher than 0.88, which means a high level of reliability of measurement scales (information about the number of items forming each variable is provided at the top of each variable). ...
Purpose: The article addresses the current and important research area of business sustainability, which is attracting the interest of both theoreticians and management practitioners. It focuses on the environmental dimension of business sustainability. The main objective of the article is to identify the relationship between activities in the environmental dimension and sustainable environmental outcomes.
Design/methodology/approach: The study covers organizations 303 operating in Poland and is based on a questionnaire. The collected data was used to build a regression model.
Findings: The results revealed statistically significant relationships between environmental outcomes and variables: value proposition, transport & distribution and suppliers & subcontractors.
Research limitations/implications: The variables were measured using subjective indicators. In addition, the research was conducted only in companies operating in Poland and the results may be typical of businesses operating in this country. Therefore, the research should be extended to other countries, and it would be particularly interesting to compare with companies operating in countries where sustainability-related indicators are highly rated. It would also be very interesting to expand the data gained through questionnaires through interviews and case studies.
Originality/value: Linking green-focused business activities to the benefits that businesses can achieve in the area of environmental outcomes as a result.
... A BM describes how a company creates, delivers, and assimilates value (Solaimani, 2014;Solaimani and Bouwman, 2012). The extant literature on BM provides a detailed account of definitions (Foss and Saebi, 2018;Wirtz et al., 2016), ontologies (Gordijn and Akkermans, 2001;Osterwalder, 2004;Rasuli et al., 2018), typologies (Aspara et al., 2021;Rummel et al., 2022), taxonomies (Möller et al., 2022;Weking et al., 2020), tools , (Joyce and Paquin, 2016;Szopinski et al., 2020), the position of BM vis-à-vis corporate strategy and operations , the conceptual link between BM with other prominent theories such as Dynamic Capabilities View (Teece, 2018), Knowledge-based View (Gambardella and McGahan, 2010), Resource-based View (Lanzolla and Markides, 2021), Transaction Cost Theory (Zott and Amit, 2010), Stakeholder Management (Solaimani et al., 2013a), and Institutional Theory (Demil et al., 2015). However, more recently, the vast emergence and broad adoption of digitalization and digital transformation across all industries have drawn scholars' and practitioners' attention to data-driven business models (DDBMs) (Förster et al., 2022;Mosch et al., 2022;Ritala et al., 2024;Stahl et al., 2023;Troisi et al., 2023). ...
One of the critical objectives underlying the digital transformation initiatives of numerous enterprises is the
introduction of novel data-driven business models (DDBMs) aimed at facilitating the creation, delivery, and
capture of value. While DDBMs has gained immense traction among scholars and practitioners, the implementation
and scaling leave much to be desired. One widely argued reason is our poor understanding of the
factors that enable DDBM’s effective implementation. Using a mixed-methods approach, this study identifies a
comprehensive set of enablers, explores the enablers’ interdependencies, and discusses how the empirical
findings are of value in DDBMs’ implementation from theoretical and practical viewpoints.
... Menurut Joyce & Paquin (2016), sebagai platform pembuatan desain, Canva menawarkan beragam tools dan fitur yang memanjakan penggunanya. Keunggulan utama Canva terletak pada kekuatan dan kemudahan penggunaannya, sehingga siapapun dapat mahir dalam mendesain hanya dalam hitungan menit. ...
This research investigates the use of graphic design tools Canva and the Template.net platform in creating online certificates within the Aceh Province Food Service. With increasingly rapid technological changes, online certificates have become an attractive alternative to increase efficiency and quality in recognizing achievements and contributions. The main focus of this research is to understand the extent to which the use of Canva and Template.net has changed the way certificates are created, as well as identifying benefits, challenges and recommendations for further implementation. This research method combines a qualitative approach with a case study at the Aceh Province Food Service. Data was collected through observation, interviews and analysis of related documents. Content analysis techniques were used to explore key themes that emerged from the data. The research results show that the use of Canva and Template.net has significantly increased efficiency in the certificate creation process. Using these graphic design tools allows Food Service staff to quickly access templates, edit text, and adjust designs as needed. However, several obstacles such as limited accessibility and technical capabilities were also identified. Recommendations from this research include training for staff, development of internal templates, and regular monitoring of application use. This research is expected to provide a deeper understanding of the use of online certificate technology in the Aceh Province Food Service and contribute to increasing efficiency and quality in making certificates.
... Furthermore, the GCBM offers a novel framework for analyzing and conceptualizing the innovation of CBMs focused on sustainability (Pieroni et al., 2019). Companies increasingly need to develop models that create and deliver value, incorporating economic, environmental, and social dimensions (Joyce and Paquin, 2016). Economic dimensions include factors such as growth, profit, return on investment, financial resilience, and long-term sustainability and stability. ...
... A estrutura da Teoria dos Stakeholders apresentada por Mitchell et al. (1997), foi selecionada para entender as interações dos stakeholders, especialmente com relação à dinâmica de poder na implementação de práticas de EC. Essa teoria tem sido amplamente aplicada em pesquisas sobre gestão de stakeholders e sustentabilidade (George & Schillebeeckx, 2022;Joyce & Paquin, 2016;Senne et al., 2021). Esta pesquisa procurou explorar como o atributo de poder dos stakeholders influencia a adoção de práticas de EC no AC. ...
The challenges and degradations posed by the linear economic system call for a change and the adoption of responsible practices. Stakeholders are challenged to cooperate and find solutions to take responsibility and regenerate the environment. Responsible economy integrates sustainability concepts, including circular economy (CE), into the strategic development goals. Understanding stakeholders’ roles in this change toward a CE is necessary to develop and implement solutions. This study analyzes the built environment (BE) stakeholders of the public, private, and third sectors to understand if and how “powerful” stakeholders are driving responsible actions. A comparative case study between London (UK) and São Paulo (Brazil) provides insights considering a meso-level (of buildings) and the roles of each sector and actor for the implementation of CE practices in the BE. Results show that multinational companies trailblaze the shift while governmental bodies enable responsible behavior.
Keywords: stakeholder role; circular economy; built environment; comparative case study; responsible economy
... The Stakeholder Theory framework by Mitchell et al. (1997) was selected to understand stakeholder interactions, particularly regarding power dynamics in the implementation of CE practices. This theory has been widely applied in research on stakeholder management and sustainability (George & Schillebeeckx, 2022;Joyce & Paquin, 2016;Senne et al., 2021). The study explores how the power attribute influences the adoption of CE practices within the BE. ...
The challenges and degradations posed by the linear economic system call for a change and the adoption of responsible practices. Stakeholders are challenged to cooperate and find solutions to take responsibility and regenerate the environment. Responsible economy integrates sustainability concepts, including circular economy (CE), into the strategic development goals. Understanding stakeholders’ roles in this change toward a CE is necessary to develop and implement solutions. This study analyzes the built environment (BE) stakeholders of the public, private, and third sectors to understand if and how “powerful” stakeholders are driving responsible actions. A comparative case study between London (UK) and São Paulo (Brazil) provides insights considering a meso-level (of buildings) and the roles of each sector and actor for the implementation of CE practices in the BE. Results show that multinational companies trailblaze the shift while governmental bodies enable responsible behavior.
Keywords: stakeholder role; circular economy; built environment; comparative case study; responsible economy
... Business Model Canvas adalah gambaran yang memberikan kerangka kerja untuk menfasilitasi inovasi dan adaptasi model bisnis, mendorong suatu perusahaan untuk dapat mengintegrasikan pada praktik berkelanjutan pada operasi bisnisnya dengan memperhatikan pemetaan komprehensif sembilan elemen bisnisnya (Ramdani et al., 2019) yang sejalan dengan kajian BMC sebagai salah satu alat untuk mendesain lebih banyak model bisnis yang berkelanjutan (Joyce & Paquin, 2016). Jadi, inovasi dari konsep BMC untuk pelaku usaha Hampers khususnya di Kota Mataram yaitu dalam melakukan perencanaan dan pengembangan usaha perlu mempertimbangkan beberapa elemen kunci sebagai satu kerangka kerja yang dapat mempengaruhi satu elemen dengan elemen lainnya yang saling terkait dengan harapan dapat memberikan keuntungan yang maksimal dalam pengelolaan usaha. ...
This research aims to analyze the Entrepreneurship Business Model Canvas innovation in building a sustainable economy in the Hampers business in Mataram City. The method in this research uses a qualitative approach using literature review methods and non-participant observation. Data analysis techniques are carried out by carrying out data reduction, data presentation, inference and data verification. The Business Model Canvas is a strategic tool in an effort to build a holistic sustainable economy that allows an organization to map, analyze and redesign business models by considering sustainability aspects comprehensively. The BMC strategy with nine important elements, namely Customer Segments, Value Proposition, Channels, Customer Relationship, Revenue Streams, Key Resources, Key Activities, Key Partnership, Cost Structure can help identify opportunities to increase resource efficiency, reduce environmental impacts, and be able to create value social. BMC can not only improve a company's individual competitiveness, but can also contribute to broader changes towards a sustainable economy. Therefore, the BMC concept is an important instrument for aligning business goals with environmental and social needs in shaping a more responsible and regenerative future economic landscape.
... Business model research has first been centred around firms' economic performance (Teece, 2010;Demil and Lecocq, 2010;McDonald and Eisenhardt, 2020). Progressively, studies have added a territorial (Lemoine and Delorme, 2023) and an ecosystemic dimension (Joyce and Paquin, 2016;Snihur et al., 2018) to the original model. At that time, researchers, civil society and firms started discussing the possibility that business models should not only focus on economic value but simultaneously create ecological and social value (Schaltegger et al., 2016). ...
Purpose:
This study addresses a substantial research gap regarding the implementation of Regenerative Business Models (RBMs). Drawing on complementary organizational behaviour theories, it explores the role of middle managers in this process and how to move them to action.
Design/methodology/approach:
A sample of 14 French companies, whose CEOs have publicly announced a transition to RBM, was identified. In each company, a middle manager involved in implementing RBM changes was interviewed using a qualitative expert interview methodology.
Findings:
The findings confirm the pivotal role of middle managers in achieving business model changes. Three major influencing factors combine to form a typology of middle managers' action-readiness profiles.
Originality:
The study contributes novel insights into the challenges faced by companies in innovating their business model by taking a regenerative approach.
Managerial implications:
The study identifies three levers to accelerate RBM implementation: introducing collaborative instances, developing strategies to enhance middle managers' action readiness, and ensuring an appropriate alignment between middle managers' profiles and the demands of RBM transitions.
... Given the research of many scholars (Joyce and Paquin 2016;Jin et al. 2022), the end-of-life phases discussed in this article include demolition, material recycling, and disposal. At the endof-life stage, the main consideration is the recycling of waste materials, the maximum deconstruction of the components to be used, selective demolition, and the retention of useful parts. ...
For several years, as China's urbanization efforts have continued to advance, construction waste treatment has been a priority issue. Many treatment modes focused on sustainability have been researched, while the current method of construction waste treatment in China remains stuck in the linear economic mode. The circular economy mode is developing slowly, the construction waste resourcing and treatment industry is underdeveloped, and the business model is insufficiently mature. This paper analyzes the main elements in the economic, environmental, and social layers; suggests improvements based on the existing business model canvas; constructs a more targeted business model canvas for construction waste treatment resourcing; and explores the relationship between environmental, social, and economic values. It concludes that the government should guide the promotion of stakeholder cooperation and consider the sustainable use of building materials from the perspective of the whole life cycle and the interrelationship based on stakeholders to promote the application of the circular economy in construction waste resourc-ing. The economic value of the construction waste recycling industry requires the government's support and encouragement to attract more enterprises to participate in and realize the value of construction waste recycling, create more jobs, and thereby reduce carbon emissions. ARTICLE HISTORY
... These principles serve as guidelines for enhancing inclusivity and promoting sustainable growth in the coffee value chains. While the "triple layer business model canvas" (Joyce and Paquin, 2016) exists as a potential tool for analyzing sustainability considerations, we opted for the standard canvas in this study to maintain a focused analysis of the core elements of each business model and their direct impact on inclusivity. The triple-layer canvas, while valuable, may have introduced unnecessary complexity to this stage of the analysis by incorporating environmental and social aspects. ...
... A different way of businesses responding to circular bioeconomy concerns is proposed by Joyce and Paquin. 23 Their Triple Layered Business Model Canvas is a tool for exploring sustainability-orientated business model innovation and it includes an economic layer based on the shareholder perspective, an environmental layer based on a lifecycle perspective, and a social layer based on a stakeholder perspective. ...
Background The need for an inclusive transition considering multiple dimensions of environmental sustainability, social inclusion, decent work, and inequality reduction has been largely demanded and triggered the mechanism of ‘just transition’, including in the circular economy objectives. Despite growing interest in the role of social enterprises in sustainability transitions, limited research has explored how they specifically embed just transition principles within circular economy transition, particularly in the waste management and recycling sector of emerging economies like Indonesia. Methods This study employs a qualitative case study approach to examine how social enterprise business models contribute to a just transition within Indonesia’s circular economy waste management sector. Using a comparative and interpretative case study method (Lijphart, 1971), the research explores the unique and evolving role of social enterprises in introducing innovative solutions across the waste management value chain (van Waes et al. , 2018). Data were collected through semi-structured interviews with social enterprise founders and key stakeholders and thematically analyzed to identify embedded just transition elements in their business models. Results The study found that most of the social enterprises, in this case, have embedded just transition elements in their business models, such as creating decent jobs, providing capacity building for local communities, bridging social dialogues, acting as intermediaries between different stakeholders, and strengthening social capital. The study also found that social enterprises have the potential to disrupt and influence the existing socio-technical system in the waste management regimes in Indonesia, especially in community-based waste management and digital platforms models. Conclusions Despite their unique role in just transition, social enterprises in this sectors face challenges related to financial sustainability, and balancing commercial and social objectives.To scale their impact, supportive ecosystems with infrastructure, incentives, and policy frameworks are needed. Addressing these challenges can further enhance the role of social enterprises in driving a just circularity transition in waste management.
This edited volume, Innovate to Dominate – AI and Sustainability in Business, explores the transformative intersection of artificial intelligence (AI) and sustainability in shaping modern business practices. Through twelve data-driven, interdisciplinary chapters, the book examines how AI technologies—ranging from machine learning and big data analytics to emotional AI and blockchain—are revolutionizing consumer behavior, marketing strategies, e-commerce, and organizational decision-making. With a strong focus on ethical AI, sustainable innovation, and digital governance, the contributions provide real-world case studies and theoretical frameworks to assess AI’s role in enhancing transparency, personalization, and long-term value creation. From AI-enabled customer engagement and gig economy disruption to smart technologies for carbon reduction and responsible public policy, this volume offers actionable insights for academia, industry, and policymakers. It advocates for responsible innovation that balances technological advancement with environmental and social accountability, making it a vital reference for sustainable business transformation in the digital age.
Recent wars, pandemics, global warming, healthcare crises, and economic strain have profoundly affected the socio‐ socio‐economic‐environmental conditions of many developed & developing countries, impacting the triple bottom line. In response, governments are striving to address these challenges through the 17 sustainable development goals (SDGs). However, the United Nations (UN) SDGs mid‐term review report has recently attracted attention in response to the urgent call for action against countries' poor performance. Despite ongoing research on SDGs, the existing body of work is scattered. There is a crucial deficit in comprehension regarding the evolution of this research domain, as well as the prevailing research's fundamental focus and implicit assumptions. This study employs bibliometric and content analysis to comprehensively examine the contemporary status of research. The study examines influential works, intellectual structures, and research gaps using citation networks, bibliographic coupling, and thematic mapping. Analyzing 779 documents from January 2001 to February 2024, this study found that research interest surged significantly after 2014 and again in 2023. The United States and China are the leading contributors, whereas African and North Asian countries require greater focus. Furthermore, South Asian institutions and authors are at the forefront of contributions to sustainable development research. Developing countries increasingly emphasize rapid growth coupled with sustainable practices to strengthen the three pillars of the triple bottom line. Keyword analysis indicates that the primary focus areas are life cycle assessment, reverse logistics, social sustainability, circular economy, Industry 4.0, and sustainable business models. Further, within the content analysis, the comparative study of the top 50 cited documents and UN mid‐term SDGs review report advocates for future research on sustainability practices such as lean manufacturing, reverse logistics, life cycle assessment, supply chain management, integration of advanced technologies, and reporting quality to enhance business responsiveness toward society. The results of this study may aid scholarly research, managers, and policymakers in adopting sustainable methodologies, promoting a more enduring future.
This paper explores the critical relationship between innovation and sustainability, emphasizing the role of the digital circular economy (DCE) in advancing sustainability goals. Sustainability, defined by its environmental, social, and economic dimensions, requires an integrated, interdisciplinary approach to address global challenges. Innovation serves as a key driver in this process, enabling businesses to adapt their models, processes, and products to meet sustainability objectives. By integrating sustainability into organizational strategies and governance frameworks, firms can enhance operational efficiency and long-term competitiveness while minimizing environmental impact. The paper highlights the importance of sustainable innovation governance, which aligns organizational goals with broader sustainability objectives through effective policies and practices. Additionally, it explores how digital technologies within the circular economy (CE) facilitate resource efficiency, reduce waste, and support closed-loop systems that contribute to sustainable development. This study addresses sustainability and innovation in terms of organizational processes, strategies, and business models, drawing on literature to assess their impact. The theoretical framework evaluates both past studies and the implications of adopting digital circular practices, offering insights and recommendations for future business sustainability initiatives.
The integration of environmental, social and governance (ESG) is debated in the literature from different perspectives. However, there is a lack of knowledge concerning the impact of ESG on business models in order to understand the sustainability strategy of an organization. Moreover, previous studies are mainly focused on companies, while only a few studies consider the integration of ESG into the business model of a third-sector institution. This chapter aims to fill this gap with an explorative case study of a third sector that has realized a real integration of the ESG perspective into its business model. We selected the case of Dynamo Camp Foundation, a pioneering experience not only in the context of Italy but also in the rest of the world. The integration of ESG principles is realized from different perspectives: the social approach that is traditional for this type of industry and the environmental one that represents a commitment to Dynamo Camp Foundation.
Defining a sustainable company presents challenges due to evolving sustainability contexts, diverse theoretical perspectives, and conflicting definitions. This often results in overlooking broader, macrolevel sustainability constructs, leading to a fragmented understanding of what a sustainable company really is. To overcome these issues, this study synthesizes insights from multiple disciplines to form a holistic understanding of sustainability in business. A six‐dimensional framework for defining corporate sustainability is proposed, categorized into fundamental and managerial dimensions. Five fundamental dimensions are used to characterize and outline a “sustainability continuum” in a business context with respect to sustainable development principles. A conceptual methodology is outlined to address sustainability management, defined as the sixth dimension. Using the proposed framework, company challenges to reach the sustainability goals are discussed. In particular, the developed “sustainability continuum” offers clarity to the concept of business sustainability, enabling companies to evaluate their compliance with sustainability criteria and comprehend their sustainability status.
Purpose
The climate change crisis is putting pressure on high-polluting companies to reduce greenhouse gas (GHG) emissions, which often requires significant investments. This study aims to propose a framework for companies to reduce their GHG emissions while enhancing their financial performance.
Design/methodology/approach
A case study approach examines four South Korean listed companies in high GHG-emission sectors, identifying their GHG reduction activities. Based on the findings, a new framework has been developed and applied to two other companies to test its practicability and effectiveness.
Findings
Enhanced corporate governance can align with sustainable goals of mitigating GHG emissions. Direct emissions (Scope 1) can be reduced by improving manufacturing processes, while indirect emissions (Scope 2) can be lowered with increased use of renewable energy. Cost reductions can be achieved through production optimization and using byproducts as inputs for other industries. Revenue growth can be achieved by promoting energy-efficient products, engaging customers in environmental initiatives and recycling materials.
Originality/value
This study introduces a comprehensive and practical framework for companies, particularly those in high-polluting sectors, to develop effective strategies that address climate change while improving financial outcomes. The framework presents a win-win approach for reducing GHG emissions and enhancing financial performance.
Our study aims to analyze a correlation between the sharing economy and sustainable performance in retail via business model innovation and the driver of digital capabilities. Specifically, the study investigates the role of digital capabilities for retailer sustainable performance mediated by sharing economy business model innovation (SE-BMI). The study employed a quantitative approach focused on established theoretical frameworks, utilizing primary data from 316 retailers in an emerging market and applying the partial least-squares structural equation modeling (PLS-SEM) for hypothesis testing. The results confirmed that the effect of the sharing economy via transformation of business model innovation, strengthened by digital capabilities, might significantly improve retailers' sustainable performance. This study extends the theories of transactional and resource-based views in research on retailer sustainable performance about digital capabilities and business innovation in the sharing economy.
Indonesia ranks 115th in the world, with the highest prevalence of stunting in Southeast Asia. Stunting has caused cognitive impairment, learning difficulties, increased susceptibility to diseases, and disruptions in the immune system for most of children. Thus, it is crucial to design a system that makes people easier for having first examination of stunting detection. This paper proposes UI/UX prototype design of StunTrack, an AI-powered mobile application that employs the Triple Layer Business Model Canvas (TLBMC) and helps reduce the incidence of stunting. TLBMC is a practical tool for integrating economic, environmental, and social issues from a holistic perspective regarding business models and new approaches for business model development. This approach provides a global picture of the business model in a relatively simple visual format and being able to be used to support innovative business models focused on the future. The result shows that StunTrack is built based on Triple Layer Business Model Canvas Economic, Environmental, and Social. According to the result of the questionnaire, respondent’s likelihood of using StunTrack is on highest score, StunTrack can help monitoring their child’s health, and easy to use. Using these results, we can design UI/UX for a variety of applications, such as website logos, information access websites, medical innovation websites, website monitoring websites, and website registration websites. In brief, StunTrack is used to identify stunting and track child nutrition development and anticipated that TLBMC expansion can aid in the development of the application.
Environmental life cycle assessment is often thought of as cradle to grave and therefore as the most complete accounting of the environmental costs and benefits of a product or service. However, as anyone who has done an environmental life cycle assessment knows, existing tools have many problems: data is difficult to assemble and life cycle studies take months of effort. A truly comprehensive analysis is prohibitive, so analysts are often forced to simply ignore many facets of life cycle impacts. But the focus on one aspect of a product or service can result in misleading indications if that aspect is benign while other aspects pollute or are otherwise unsustainable. This book summarizes the EIO-LCA method, explains its use in relation to other life cycle assessment models, and provides sample applications and extensions of the model into novel areas. A final chapter explains the free, easy-to-use software tool available on a companion website. (www.eiolca.net) The software tool provides a wealth of data, summarizing the current U.S. economy in 500 sectors with information on energy and materials use, pollution and greenhouse gas discharges, and other attributes like associated occupational deaths and injuries. The joint project of twelve faculty members and over 20 students working together over the past ten years at the Green Design Institute of Carnegie Mellon University, the EIO-LCA has been applied to a wide range of products and services. It will prove useful for research, industry, and in economics, engineering, or interdisciplinary classes in green design. © 2006 by Resources for the Future. All rights reserved. All rights reserved.
This paper is intended as a contribution to the ongoing conceptual development of sustainability-oriented innovation (SOI) and provides initial guidance on becoming and being sustainable. The authors organize and integrate the diverse body of empirical literature relating to SOI and, in doing so, develop a synthesized conceptual framework onto which SOI practices and processes can be mapped. Sustainability-oriented innovation involves making intentional changes to an organization's philosophy and values, as well as to its products, processes or practices to serve the specific purpose of creating and realizing social and environmental value in addition to economic returns. A critical reading of previous literature relating to environmental management and sustainability reveals how little attention has been paid to SOI, and what exists is only partial. In a review of 100 scholarly articles and 27 grey sources drawn from the period of the three Earth Summits (1992, 2002 and 2012), the authors address four specific deficiencies that have given rise to these limitations: the meaning of SOI; how it has been conceptualized; its treatment as a dichotomous phenomenon; and a general failure to reflect more contemporary practices. The authors adopt a framework synthesis approach involving first constructing an initial architecture of the landscape grounded in previous studies, which is subsequently iteratively tested, shaped, refined and reinforced into a model of SOI with data drawn from included studies: so advancing theoretical development in the field of SOI.
The need to transition to a more sustainable economy is one of the most significant challenges society has ever faced. Despite the evidence that adopting a more sustainable business model is linked to more stable profits, many conventional manufacturers do not know where to begin. This study aims to identify generic business strategies that conventional manufacturers can use to improve their business models and thus be more sustainable and/or develop new sustainable business models. In order to identify such strategies, data were gathered from 105 Korean business cases involving a wide range of products and services via online searches and interviews. Business cases were chosen based on whether they relied on a new business paradigm and directly or indirectly generated economic, social, and environmental benefits. Through analyses of the data, generic business strategies were extracted for each life cycle stage. The results showed that the success of a sustainable business model depends on a mixture of pertinent generic business strategies from the life cycle perspective. A conventional business model that focused on a particular life cycle stage and strategy was not very successful. However, a new business model using generic business strategies (such as eco-design as well as product-service system (PSS)-oriented strategies geared at the relevant life cycle stage) produced significant environmental, economic, and social performance improvements. Not only an appropriate mixture of generic business strategies but also systematic support such as infrastructural support is required if manufacturers are to achieve the potential sustainability of a new company-specific business model.
Purpose – Although business models that deliver sustainability are increasingly popular in the literature, few tools that assist in sustainable business modelling have been identified. This paper investigates how businesses might create balanced social, environmental and economic value through integrating sustainability more fully into the core of their business. A value mapping tool is developed to help firms create value propositions better suited for sustainability. Design/methodology/approach – In addition to a literature review, six sustainable companies were interviewed to understand their approaches to business modelling, using a case study approach. Building on the literature and practice, a tool was developed which was pilot tested through use in a workshop. The resulting improved tool and process was subsequently refined through use in 13 workshops.
Business model innovation is receiving increased attention in corporate practice and research alike. We propose in this article a role-based approach to categorize the literature and argue that the respective roles of explaining the business, running the business, and developing the business can serve as three interrelated perspectives to present an overview of the current business model innovation field and to accommodate the selected contributions of this special issue. We refer to contributions from entrepreneurship, innovation and technology management, and corporate strategy to explicate the three elaborated perspectives and to summarize the main contents of the special issue articles. We conclude by reflecting on main theoretical challenges for studies on business model innovation which stem from the uncertain boundaries of the phenomenon, and we propose some theoretical stances and analytic levels to develop future avenues for research.
In this paper, we examine critically the notion of "Triple Bottom Line" accounting. We begin by asking just what it is that supporters of the Triple Bottom Line idea advocate, and attempt to distil specific, assessable claims from the vague, diverse, and sometimes contradictory uses of the Triple Bottom Line rhetoric. We then use these claims as a basis upon which to argue (a) that what is sound about the idea of a Triple Bottom Line is not novel, and (b) that what is novel about the idea is not sound. We argue on both conceptual and practical grounds that the Triple Bottom Line is an unhelpful addition to current discussions of corporate social responsibility. Finally, we argue that the Triple Bottom Line paradigm cannot be rescued simply by attenuating its claims: the rhetoric is badly misleading, and may in fact provide a smokescreen behind which firms can avoid truly effective social and environmental reporting and performance.
Behind the life cycle of a product, from the cradle to the grave, there is a story to tell.
Not only about its potential impact on the environment, but as well in terms of social and socio-economic impacts - or potential impacts - of its production and consumption on the workers, the local communities, the consumers, the society and all value chain actors. Today’s value chains are often complex, global and because of it, faceless. Shedding light on the human relationships impacted by the life cycle of goods and services helps to re-establish the connection and identify ways in which social conditions can be improved.
Therefore, there is a need for guidelines to complement Environmental Life Cycle Assessment (E-LCA) and Life Cycle Costing (LCC), and by doing so contributing to the full assessment of goods and services within the context of sustainable development.
These Guidelines present the Social and socio-economic Life Cycle Assessment (S-LCA), a powerful technique to assess and report about these impacts and benefits of product life cycle from the extraction of the natural resources to the final disposal. It provides an adequate technical framework from which a larger group of stakeholders can engage to move towards social responsibility when assessing the life cycle of goods and services.
'There are many things we do not know about the future. But one thing we do know is that business as usual will not continue for much longer. Massive change is inevitable. Will the change come because we move quickly to restructure the economy or because we fail to act and civilization begins to unravel?' Lester Brown (2008) in Plan B 3.0: Mobilizing to Save Civilization, p. 265.
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 significantly changes the way companies operate to ensure greater sustainability?
Sustainable business models (SBM) incorporate a triple bottom line approach and consider a wide range of stakeholder interests, including environment and society. They are important in driving and implementing corporate innovation for sustainability, can help embed sustainability into business purpose and processes, and serve as a key driver of competitive advantage.
Many innovative approaches may contribute to delivering sustainability through business models, but have not been collated under a unifying theme of business model innovation. The literature and business practice review has identified a wide range of examples of mechanisms and solutions that can contribute to business model innovation for sustainability. The examples were collated and analysed to identify defining patterns and attributes that might facilitate categorisation.
Sustainable business model archetypes are introduced to describe groupings of mechanisms and solutions that may contribute to building up the business model for sustainability. The aim of these archetypes is to develop a common language that can be used to accelerate the development of sustainable business models in research and practice. The archetypes are: Maximise 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/environment; and Develop scale-up solutions.
Cerebral elevation of 42-residue amyloid β-peptide (Aβ42) triggers neuronal dysfunction in Alzheimer's disease (AD). Even though a number of cholesterol modulating agents have been shown to affect Aβ generation, the role of cholesterol in the pathogenesis of AD is not clear yet. Recently, we have shown that increased membrane cholesterol levels downregulates phosphatidylinositol 4,5-bisphosphate (PIP2) via activation of phospholipase C (PLC). In this study, we tested whether membrane cholesterol levels may affect the Aβ42 production via changing PIP2 levels. Increasing membrane cholesterol levels decreased PIP2 and increased secreted Aβ42. Supplying PIP2, by using a PIP2-carrier system, blocked the effect of cholesterol on Aβ42. We also found that cholesterol increased the expressions of β1 and β3 PLC isoforms (PLCβ1, PLCβ3). Silencing the expression of PLCβ1 prevented the effects of cholesterol on PIP2 levels as well as on Aβ42 production, suggesting that increased membrane cholesterol levels increased secreted Aβ42 by downregulating PIP2 via enhancing the expression of PLCβ1. Thus, cholesterol metabolism may be linked to Aβ42 levels via PLCβ1 expression and subsequent changes in PIP2 metabolism.
The aim of this paper is to advance research on sustainable innovation by adopting a business model perspective. Through a confrontation of the literature on both topics we find that research on sustainable innovation has tended to neglect the way in which firms need to combine a value proposition, the organization of the upstream and downstream value chain, and a financial model, in order to bring sustainability innovations to the market. Therefore, we review the current literature on business models in the contexts of technological, organizational, and social sustainability innovations. As the current literature does not offer a general conceptual definition of sustainable business models, we propose examples of normative 'boundary conditions' that business models should meet in order to support sustainable innovations. Finally, we sketch the outline of a research agenda by formulating a number of guiding questions.
A considerable body of literature deals with the creation of economic value while increasing corporate environmental and social performance. Some publications even focus on the business case for sustainability which aims at increasing corporate economic value through environmental or social measures. The existence of a business case for sustainability is, however, mostly seen as an ad hoc measure, a supplement to the core business, or simply a coincidence. As a contrast, this paper argues that business model innovations may be required to support a systematic, ongoing creation of business cases for sustainability. A framework for business model innovation is proposed as a means to strategically create business cases on a regular basis as an inherent, deeply integrated element of business activities.
According to one perspective, organizations will only be sustainable if the dominant neoclassical model of the firm is transformed, rather than supplemented, by social and environmental priorities. This article seeks to develop a "sustainability business model" (SBM)-a model where sustainability concepts shape the driving force of the firm and its decision making. The SBM is drawn from two case studies of organizations considered to be leaders in operationalizing sustainability and is informed by the ecological modernization perspective of sustainability. The analysis reveals that organizations adopting a SBM must develop internal structural and cultural capabilities to achieve firm-level sustainability and collaborate with key stakeholders to achieve sustainability for the system that an organization is part of.
Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.
This book is motivated by the simple hope that the cloud of the global financial crisis may yet have a silver lining—that political leaders, economists, and management scholars might seize this opportunity to reflect critically on the assumptions, practices, and infrastructures that have precipitated the crisis and to imagine and create new forms of organization that sustainably enhance the well-being of global stakeholders. The chapters suggest that aesthetic management, high reliability and crisis management, and sustainability science have much to contribute to the resolution of the collapse that we have witnessed, and to providing enduring lessons for how to structure the institutions of the future. This book devotes a section to each of these areas, offering full-length chapters which explore key issues in depth, as well as shorter commentaries that focus on practical considerations. The chapters progress from micro-level issues that pertain to individuals and teams who act creatively; to the meso-level issues that pertain to the structures, practices, and processes; to the macro-level issues that pertain to the interdependent, ecological systems. Together, the chapters emphasize the importance of developing holistic responses to the financial crisis. The result is a volume that casts new light on traditional economic and managerial theories and policies and provides fresh ideas to a new generation of scholars and practitioners.
The purpose of this chapter is to outline the development of the idea of "stakeholder management" as it has come to be applied in strategic management. We begin by developing a brief history of the concept. We then suggest that traditionally the stakeholder approach to strategic management has several related characteristics that serve as distinguishing features. We review recent work on stakeholder theory and suggest how stakeholder management has affected the practice of management. We end by suggesting further research questions.
How you craft cross-functional teams depends on your appetite for risk-and your hunger for a breakthrough.
Wayne Norman is McConnell Professor of Business Ethics in the Centre de recherche en éthique (CRÉUM) at the Université de Montréal. When this article was written he was Chair in Business Ethics at the University of British Columbia and Visiting Scholar in the Center for Social Innovation at the Graduate School of Business, Stanford University.
Chris MacDonald is Assistant Professor in the Philosophy Department at Saint Mary’s University in Halifax, Nova Scotia. His published work ranges across business ethics, professional ethics, bioethics, and moral theory. His research is currently focused on corporate ethics issues in the biotechnology sector.
The new IMPACT 2002+ life cycle impact assessment methodology proposes a feasible implementation of a combined midpoint/ damage approach, linking all types of life cycle inventory results (elementary flows and other interventions) via 14 midpoint categories to four damage categories. For IMPACT 2002+, new concepts and methods have been developed, especially for the comparative assessment of human toxicity and ecotoxicity. Human Damage Factors are calculated for carcinogens and non-carcinogens, employing intake fractions, best estimates of dose-response slope factors, as well as severities. The transfer of contaminants into the human food is no more based on consumption surveys, but accounts for agricultural and livestock production levels. Indoor and outdoor air emissions can be compared and the intermittent character of rainfall is considered. Both human toxicity and ecotoxicity effect factors are based on mean responses rather than on conservative assumptions. Other midpoint categories are adapted from existing characterizing methods (Eco-indicator 99 and CML 2002). All midpoint scores are expressed in units of a reference substance and related to the four damage categories human health, ecosystem quality, climate change, and resources. Normalization can be performed either at midpoint or at damage level. The IMPACT 2002+ method presently provides characterization factors for almost 1500 different LCI-results, which can be downloaded at http://www.epfl.ch/impact
Why is it so difficult for established companies to pull off the new growth that business model innovation can bring? Here's why: They don't understand their current business model well enough to know if it would suit a new opportunity or hinder it, and they don't know how to build a new model when they need it. Drawing on their vast knowledge of disruptive innovation and experience in helping established companies capture game-changing opportunities, consultant Johnson, Harvard Business School professor Christensen, and SAP co-CEO Kagermann set out the tools that executives need to do both. Successful companies already operate according to a business model that can be broken down into four elements: a customer value proposition that fulfills an important job for the customer in a better way than competitors' offerings do; a profit formula that lays out how the company makes money delivering the value proposition; and the key resources and key processes needed to deliver that proposition. Game-changing opportunities deliver radically new customer value propositions: They fulfill a job to be done in a dramatically better way (as P&G did with its Swiffer mops), solve a problem that's never been solved before (as Apple did with its iPod and iTunes electronic entertainment delivery system), or serve an entirely unaddressed customer base (as Tata Motors is doing with its Nano - the $2,500 car aimed at Indian families who use scooters to get around). Capitalizing on such opportunities doesn't always require a new business model: P&G, for instance, didn't need a new one to lever-age its product innovation strengths to develop the Swiffer. A new model is often needed, however, to leverage a new technology (as in Apple's case); is generally required when the opportunity addresses an entirely new group of customers (as with the Nano); and is surely in order when an established company needs to fend off a successful disruptor (as the Nano's competitors may now need to do).
Stakeholder theory has been a popular heuristic for describing the management environment for years, but it has not attained full theoretical status. Our aim in this article is to contribute to a theory of stakeholder identification and salience based on stakeholders possessing one or more of three relationship attributes: power, legitimacy, and urgency. By combining these attributes, we generate a typology of stakeholders, propositions concerning their salience to managers of the firm, and research and management implications.
Despite thirty years of efforts toward sustainability, organizations collectively fail to address environmental challenges. A sensemaking framework linking organizational interpretive schemes to corporate environmental performance is proposed. This framework provides an original conceptualization of scheme interaction. It explains how cognitive mechanisms promote and perpetuate the neoclassical economic worldview ingrained in many organizations’ interpretive schemes, and how this may prevent the achievement of sustainable results. Implications for corporate environmental performance and directions for organizations to evolve towards sustainability are discussed.
The concept of shared value—which focuses on the connections between societal and economic progress—has the power to unleash the next wave of global growth. An increasing number of companies known for their hard-nosed approach to business—such as Google, IBM, Intel, Johnson & Johnson, Nestlé, Unilever, and Wal-Mart—have begun to embark on important shared value initiatives. But our understanding of the potential of shared value is just beginning. There are three key ways that companies can create shared value opportunities: By reconceiving products and markets • By redefining productivity in the value chain • By enabling local cluster development • Every firm should look at decisions and opportunities through the lens of shared value. This will lead to new approaches that generate greater innovation and growth for companies—and also greater benefits for society. The capitalist system is under siege. In recent years business increasingly has been viewed as a major cause of social, environmental, and economic problems. Companies are widely perceived to be prospering at the expense of the broader community. Even worse, the more business has begun to embrace corporate responsibility, the more it has been blamed for society's failures. The legitimacy of business has fallen to levels not seen in recent history. This diminished trust in business leads political leaders to set policies that undermine competitiveness and sap economic growth. Business is caught in a vicious circle. A big part of the problem lies with companies themselves, which remain trapped in an outdated approach to value creation that has emerged over the past few decades. They continue to view value creation narrowly, optimizing short-term financial performance in a bubble while missing the most important customer needs and ignoring the broader influences that determine their longer-term success. How else could companies overlook the well-being of their customers, the depletion of natural resources vital to their businesses, the viability of key suppliers, or the economic distress of the communities in which they produce and sell? How else could companies think that simply shifting activities to locations with ever lower wages was a sustainable "solution" to competitive challenges? Government and civil society have often exacerbated the problem by attempting to address social weaknesses at the expense of business. The presumed trade-offs between economic efficiency and social progress have been institutionalized in decades of policy choices.
Organizations struggle to tell their stories, to communicate the good -and sometimes the bad -they do in the marketplace, in the community, to and for the environment, and in society. Quite clearly, the challenge of telling the company's story is not being met by current corporate reporting practices. In particular, criticism has been directed at the failure of annual reports or other regulatory filings to tell anything about a company's environmental and social performance. Triple bottom-line (TBL) reporting, a term coined by John Elkington in his 1997 book Cannibals with Forks: the Triple Bottom Line of 21st Century Business, aims to remedy this shortcoming by explicitly considering not only the economic performance of a firm but also the company's environmental and social performance as well. This article gives an overview of the TBL concept and how it is changing the way in which corporations tell their story.
Purpose
This masterclass aims to consider a number of recent business articles and books that can help practitioners clarify the distinction between the strategy development and business model approaches and decide which is appropriate for their situation.
Design/methodology/approach
The article defines the difference between the two approaches this way: business models explain who your customers are and how you plan to make money by providing them with value; strategy identifies how you will beat competitors by being different.
Findings
The paper reveals that a business model approach has limitations. It will not help an organization develop a competitive advantage, outperform its competition, acquire or merge with another organization, or diversify. However, corporate strategy does not identify how to deliver unique value to meet customers' needs.
Practical implications
The main reason why organizations fail at business‐model innovation is too much “tweaking” – incremental attempts at improvement in myriad projects when more radical change to its business model is the answer.
Originality/value
The article proposes that businesses need both strategy development and business model innovation to adapt and thrive as conditions change.
Corporations and their leaders are increasingly recognising their role in making societies more sustainable. This has fostered the development of voluntary tools and initiatives (mainly based on ‘hard’ technocentric solutions) to help them address sustainability. However, discussions on ‘soft’ issues have been limited. This paper analyses the organisational change efforts for corporate sustainability (CS) of three case studies. It was found that CS drivers catalyse change from the unsustainable status quo (SQ) towards more sustainable activities. Barriers to change usually block these efforts; identifying them can help to apply appropriate strategies to overcome them, thus helping to better incorporate and institutionalise CS. This would bring the system to a more sustainability oriented state (MSOS). In time, the MSOS becomes the SQ novo, and the process starts again. Planning such organisational changes could help companies better overcome resistance to change and integrate their efforts for was sustainability more holistically, including technological and human changes. Copyright © 2012 John Wiley & Sons, Ltd and ERP Environment.
When companies pursue sustainability, it's usually to demonstrate that they are socially responsible. They expect that the endeavor will add to their costs, deliver no immediate financial benefits, and quite possibly erode their competitiveness. Meanwhile, policy makers and activists argue that it will take tougher regulations and educated, organized consumers to force businesses to adopt sustainable practices. But, say the authors, the quest for sustainability can unearth a mother lode of organizational and technological innovations that yield both top-line and bottom-line returns. That quest has already begun to transform the competitive landscape, as companies redesign products, technologies, processes, and business models. By equating sustainability with innovation today, enterprises can lay the groundwork that will put them in the lead when the recession ends. Nidumolu, Prahalad, and Rangaswami have found that companies on the journey to sustainability go through five distinct stages of change: (1) viewing compliance as opportunity; (2) making value chains sustainable; (3) designing sustainable products and services; (4) developing new business models; and (5) creating next-practice platforms. The authors outline the challenges that each stage entails and the capabilities needed to tackle them.
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This article argues that creativity and organizational learning can help to challenge the traditional Newtonian and Cartesian mental models and foster more sustainable societies. The recognition and acceptance of creativity by individuals, groups, organizations, and finally society can create new knowledge and metanoia. Creativity helps to break through the knowledge barrier of current reductionist mental models, while learning helps to consolidate and institutionalize the new mental models. This is especially the case where learning questions underlying assumptions and develops new theories and methodologies that constantly challenge the status quo for the present and the future, instead of mere reaction to immediate problems. Eventually, these mental models would need to be questioned by future creative thinkers in a continuous process; hence, solving today's problems with tomorrow's ideas, and ensuring progress towards more sustainable societies. The paper takes the example of Gaia theory to illustrate how creativity can be institutionalized. Copyright © 2011 John Wiley & Sons, Ltd and ERP Environment
Corporate sustainability is not just a buzzword—for many industry leaders and corporations, it has become an invaluable tool for exploring ways to reduce costs, manage risks, create new products, and drive fundamental internal changes in culture and structure. However, integrating sustainability thinking and practice into organizational structure is not a trivial task and it requires a vision, commitment and leadership. It also requires a systems approach with an appropriate management framework that enables design, management and communication of corporate sustainability policies.
This paper proposes a general framework for a Corporate Sustainability Management System (CSMS) which enables translation of the general principles of sustainable development into corporate practice by providing a systematic, step-by-step guidance towards a more sustainable business. Developed in collaboration with industry, it is designed to help improve the triple bottom line through sustainable economic development and environmental protection, while encouraging socially responsible business values. To facilitate an easier integration into the organizational structure, the CSMS follows the familiar models of Total Quality and Environmental Management Systems. While in principle applicable to industry in general, the system is flexible enough to be adapted to the specific needs of individual companies and the contexts in which they operate. Application of the CSMS is illustrated on suitable examples throughout.
Management studies on corporate sustainability practices have grown considerably. The field now has significant knowledge of sustainability issues that are firm and industry focused. However, complex ecological problems are increasing, not decreasing. In this paper, we argue that it is time for corporate sustainability scholars to reconsider the ecological and systemic foundations for sustainability, and to integrate our work more closely with the natural sciences. To address this, our paper introduces a new development in the natural sciences – the delineation of nine ‘Planetary Boundaries’ which govern life as we know it – including a call for more systemic research that measures the impact of companies on boundary processes that are at, or possibly beyond, three threshold points – climate change, the global nitrogen cycle (N), and rate of biodiversity loss – and closing in on others. We also discuss practical implications of the Planetary Boundaries framework for corporate sustainability, including governance and institutional challenges.
The article discusses the way global environmental problems have been included in the concept of environmental security. The concept has been developed as an alternative to the traditional concept of security, which emphasizes the security of the state and the military means of securing it. The discussion on the concept of environmental security has concentrated on the unit of analysis: it has been suggested that an environmental component be included in the concept of national security, global security or societal security. However, the problem in the concept of environmental security is that the referent object of security, the environment, has not been given enough attention. The relationships between the man, the environment and globalization of environmental problems require more thorough study in order to develop the concept.
This paper explores the role of the business model in capturing value from early stage technology. A successful business model creates a heuristic logic that connects technical potential with the realization of economic value. The business model unlocks latent value from a technology, but its logic constrains the subsequent search for new, alternative models for other technologies later on-an implicit cognitive dimension overlooked in most discourse on the topic. We explore the intellectual roots of the concept, offer a working definition and show how the Xerox Corporation arose by employing an effective business model to commercialize a technology rejected by other leading companies of the day. We then show the long shadow that this model cast upon Xerox's later management of selected spin-off companies from Xerox PARC. Xerox evaluated the technical potential of these spin-offs through its own business model, while those spin-offs that became successful did so through evolving business models that came to differ substantially from that of Xerox. The search and learning for an effective business model in failed ventures, by contrast, were quite limited.
From the sustainable development policies of far-sighted governments to the increasing environmental awareness—and cynicism—of consumers, a range of pressures is being brought to bear on business to improve its environmental performance. This article traces the development of some of those pressures, highlighting industries in the firing line, and examining some of the concerns of consumers. It looks at the ways in which companies can turn the environment game into one in which they, their customers, and the environment are all winners. It also explores the rapidly expanding area of corporate environmental reporting, including forms of environmental disclosure, target audiences, and leading exponents of the field.