Business Models for Sustainable Innovation: State-of-the-Art and Steps Towards a Research Agenda
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In this article, the authors review the current literature on business models in the contexts of technological, organizational and social innovation and propose examples of normative requirements that business models should meet in order to support sustainable innovations.About:
This article is published in Journal of Cleaner Production.The article was published on 2013-04-01 and is currently open access. It has received 1395 citations till now. The article focuses on the topics: Sustainable business & Business model.read more
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A literature and practice review to develop sustainable business model archetypes
TL;DR: In this article, sustainable business models (SBM) incorporate a triple bottom line approach and consider a wide range of stakeholder interests, including environment and society, to drive and implement corporate innovation for sustainability, can help embed sustainability into business purpose and processes, and serve as a key driver of competitive advantage.
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Designing the Business Models for Circular Economy—Towards the Conceptual Framework
TL;DR: In this paper, the authors employed a literature review to identify and classify the circular economy characteristics according to a business model structure, and defined the components of the business model canvas in the context of circular economy.
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Sustainability-Oriented Innovation of SMEs: A Systematic Review
Johanna Klewitz,Erik G. Hansen +1 more
TL;DR: In this paper, the authors analyze the heterogeneous picture research has drawn within the past 20 years with a focus on the innovation practices including different types of SOIs and strategic sustainability behaviors of SMEs through an interdisciplinary, systematic review in a time frame between 1987 and 2010.
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Sustainable innovation, business models and economic performance: an overview
TL;DR: The 2010 edition of the ERSCP-EMSU 2010 Conference as mentioned in this paper was the first edition of a special issue dedicated to the business model concept for sustainable innovation in the context of sustainable development.
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Sustainability‐oriented Innovation: A Systematic Review
TL;DR: In this article, 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.
References
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A descriptive model of the consumer co-production process
TL;DR: In this article, the authors present a model of consumer engagement in co-production and propose an analytical framework for more advanced studies of the phenomenon from both descriptive and analytical points of view.
Journal Article
Why Companies Should Have Open Business Models
TL;DR: In this article, the authors provide case examples of IBM, P&G and Air Products, three companies that operate in different industries with vastly different technologies and products, each used to function with a very internally focused, closed business model and each has since migrated to a business model that is substantially more open.
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Diversity of eco-innovations: Reflections from selected case studies
TL;DR: In this article, an analytical framework is developed to explore the diversity of eco-innovations according to several key dimensions (design, user, product service, and governance) in order to analyze a set of case studies of ecoinnnovation processes.
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Profitable Business Models and Market Creation in the Context of Deep Poverty: A Strategic View
Christian Seelos,Johanna Mair +1 more
Abstract: Executive Overview The bottom of the pyramid (BOP) in the global distribution of income has been promoted as a significant opportunity for companies to grow profitably. Under the BOP approach, poor people are identified as potential customers who can be served if companies learn to fundamentally rethink their existing strategies and business models. This involves acquiring and building new resources and capabilities and forging a multitude of local partnerships. However, current BOP literature remains relatively silent about how to actually implement such a step into the unknown. We use two BOP cases to illustrate a strategic framework that reduces managerial complexity. In our view, existing capabilities and existing local BOP models can be leveraged to build new markets that include the poor and generate sufficient financial returns for companies to justify investments.