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Record Nr. |
UNINA9910508430903321 |
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Titolo |
Business models for sustainability transitions : how organisations contribute to societal transformation / / editors, Annabeth Aagaard, Florian Lüdeke-Freund, Peter Wells |
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Pubbl/distr/stampa |
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Cham, Switzerland : , : Palgrave Macmillan, , [2021] |
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©2021 |
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ISBN |
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Descrizione fisica |
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1 online resource (XXXIII, 368 p. 23 illus. :) |
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Disciplina |
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Soggetti |
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Social responsibility of business |
Industries - Social aspects |
Sustainable development |
Industrial management - Environmental aspects |
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Lingua di pubblicazione |
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Formato |
Materiale a stampa |
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Livello bibliografico |
Monografia |
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Nota di bibliografia |
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Includes bibliographical references and index. |
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Nota di contenuto |
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Intro -- Foreword: A Transitions Perspective -- Foreword: A Business Models Perspective -- References -- Contents -- Notes on Contributors -- List of Figures -- List of Tables -- Introduction to Business Models for Sustainability Transitions -- 1 Why a Book on Business Models for Sustainability Transitions? -- 2 Business Model for Sustainability Perspective -- 3 Sustainability Transitions Perspective -- 4 Business Model Innovation and Sustainability Transitions -- 5 The 'Spiral' of Business Models for Sustainability Transitions -- 6 Themes and Chapters Contained in This Book -- 7 Summary and Outlook -- References -- Part I: Crossing the Chasm: Integrating Business Model and Sustainability Transition Perspectives -- Transformative Business and Sustainability Transitions: A Framework and an Empirical Illustration -- 1 Introduction -- 1.1 Sustainable Business Models -- 1.2 Sustainability Transitions -- 1.3 Transformative Business Model Framework -- 2 Methods -- 2.1 Transition Pathways for the Dutch Agri-Food System -- 2.2 Business Cases -- 2.3 Analysis -- 3 Results -- 3.1 Added Value with and for the Countryside -- 3.1.1 Business Cases -- 3.1.2 |
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Transformative Business Model Ideal Type -- 3.1.3 Transformative Potential of "Added Value" Businesses -- 3.2 More Sustainable Food Production -- 3.2.1 Business Cases -- 3.2.2 Transformative Business Model Ideal Type -- 3.2.3 Transformative Potential of "More Sustainable" Production Businesses -- 4 Discussion -- References -- The Networked Business Model for Systems Change: Integrating a Systems Perspective in Business Model Development for Sustainability Transitions -- 1 Introduction -- 2 Importance of a Systems Perspective in Business Model Design for Sustainability Transitions -- 2.1 Business Models for Sustainability -- 2.2 Transition Studies, System-Building and Business Models. |
2.3 'Networked Business Models' Essential for System Change -- 3 Interconnected Business Models Needed at Company and Network Level -- 3.1 Networked Business Model for System-Building -- 3.2 Interrelatedness of Firm-Centred Business Models and the Networked Business Model -- 4 Illustrative Cases -- 5 Conclusion -- References -- Sustainable Value Creation for Advancing Sustainability Transition: An Approach to Integrate Company- and System-Level Sustainability -- 1 Introduction -- 2 Theoretical Foundation -- 2.1 Integrating Company- and System-Level Sustainability Through Sustainable Business Model Research -- 2.2 Key Concepts in Sustainable Business Model Research -- 2.3 Sustainable Value Creation for Advancing Sustainability Transition -- 3 Research Design -- 4 Adopting a Sustainable Value Creation Approach -- 4.1 Place Your Business into a System-Level Context and Define System Boundaries -- 4.2 Define What System-Level Sustainability Means to Your Business and Set a Final Goal -- 4.3 Create a Common Understanding of a Sustainable Future Through the Concrete Targets and Build Your Own Value Creation Processes Sustainably -- 4.4 Focus on Sustainable Value Outcomes and Pay Attention to the Negative Consequences of Value Creation -- 4.5 Commit to System-Level Sustainability Targets and Identify the Value Capturing Potential to Enhancing Virtuous Circles -- 5 Discussion and Conclusion -- 5.1 Managerial and Policy Implications -- 5.2 Limitations and Future Research -- References -- Building BoP Business Models for Sustainable Poverty Alleviation: System Tips and System Traps -- 1 Introduction -- 2 Business Models at the Bottom of the Pyramid -- 3 Applying Multi-Level Perspective at the Bottom of the Pyramid -- 3.1 Potential Roles of Business Models in Sustainability Transitions -- 3.2 Methods and Data. |
4 System Traps as Sources of Sustainability Misalignment for BoP Business Models -- 5 Potential Roles for Different Types of BoP Business Models in Sustainability Transition -- 5.1 Delivering Models -- 5.2 Sourcing Models -- 5.3 Reorganising Models -- 5.3.1 Designing BoP Business Models to Avoid System Traps and Align to Sustainability Transitions -- 5.4 Business Model Design Principles to Address Specific System Traps -- 5.5 Universal Sustainability Enablers for BoP Business Models -- 6 Conclusion -- References -- Part II: Beyond Business-as-Usual: Alternative Value Creation Logics Driving Sustainability Transitions -- The Business Model of Enough: Value Creation for Sufficiency-Oriented Businesses -- 1 Introduction -- 2 Sufficiency for Sustainability -- 3 Introducing Social Practice Theory -- 4 An Ideal-Type Business Model for Sufficiency -- 4.1 A Practice-Theoretical View on Business Models -- 4.2 A Practice-Theoretical Framework for Sufficiency-Oriented Business Models -- 5 Impacts of the Business Model of Enough -- 5.1 Communities of Sufficiency Practices -- 5.2 Practice-Based Institutional Change -- 5.3 Spillover Effects for Sustainability Transitions -- 6 Conclusion -- References -- Collaborative Business Models and Platforms in Shared |
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Mobility Transitions: The Case of Bikeshare Integration -- 1 Introduction -- 2 Methods -- 3 Results -- 3.1 Systematic Review of CBM Literature -- 3.1.1 Group 1: Collaboration Refers to Practices That Occur Between Organisations -- 3.1.2 Group 2: Collaboration Refers to One Organisation's Key Activity or Sector -- 3.1.3 Group 3: Collaboration Refers to a Kind of BM That Is Analytically Distinct from the BMC -- 3.1.4 CBMs, Commons and the City -- 3.1.5 Balancing Competition and Collaboration: CBMs and Platform Competition -- 3.2 MaaS Platforms: Competition, Collaboration and the Commons. |
3.3 Case Studies -- 3.3.1 The Deelfietsdashboard (Rotterdam and Other Cities, NL) -- 3.3.2 Antwerp Marketplace for Mobility (Antwerp, BE) -- 3.3.3 Whim Helsinki (Helsinki, FI) -- 4 Discussion -- 5 Conclusions and Recommendations for Future Research -- Addendum: Interviews -- Interview Protocols -- List of Interviews, Presentations or Meetings, and Grey Literature Sources Per Case -- References -- Upscaling Sustainable Niches: How a User Perspective of Organizational Value Logics Can Help Translate Between Niche and System -- 1 Upscaling of Sustainable Niches: The Dilemma Faced by Sustainable Entrepreneurs -- 2 Organizational Value Logics as Conceptual Link Between Sustainable Niches and Regime Structures -- 2.1 From Business Models to Organizational Value Logics -- 2.2 User Perspective of Organizational Value Logics for a Better Understanding of Upscaling -- 3 The Users' Perspective on the Organizational Value Logic of Utopiastadt -- 3.1 The Case of Utopiastadt -- 3.2 Results: Narratives Reflecting the Conflicting Logics Faced by Utopiastadt -- 4 Discussion and Further Research on Organizational Value Logics in Sustainability Transitions -- References -- Part III: Being the Change: Transformative and Transformed Business Models in Selected Industries -- IoT-Driven Reuse Business Models: The Case of Salesianer Textile Rental Services -- 1 Introduction -- 2 Literature Background -- 2.1 Circular Economy -- 2.2 The Performance Economy -- 2.3 Transitioning Towards a Service-Oriented CE -- 2.4 Smart Products and the IoT as Enablers -- 3 Method -- 4 Case Study: Salesianer Miettex -- 4.1 Case Overview -- 4.2 Smart Reuse of Fast-Cycling Goods -- 4.3 Smart Maintenance and Repair -- 4.4 (Smart) Recycling -- 4.5 Smart Feedback into Procurement (and Product Design) -- 4.6 Case Summary. |
5 Discussion: The Role of Smart Rental Textiles in the Transition to a Circular Economy -- 5.1 Making Reuse Business Models Outperform Single Use -- 5.2 Digital Technologies as Enablers of Circular Innovation -- References -- Business Models for Smart Sustainability: A Critical Perspective on Smart Homes and Sustainability Transitions -- 1 Introduction -- 2 Theoretical Foundations -- 3 Methodology -- 4 Company and Business Context -- 5 Sustainability Value as Visibility -- 6 Home as Sacred -- 7 Networked Responsibilities -- 8 Discussion and Conclusion -- References -- Business Models for Energy Efficiency Services: Four Archetypes Based on User-Centeredness and Dynamic Capabilities -- 1 Introduction -- 2 Theoretical Framework -- 2.1 Service-Based Business Models and Sustainability -- 2.2 Dynamic Capabilities for Service-Based Business Models -- 3 Methodology -- 4 Results: Business Model Archetypes in EES -- 4.1 BM1: Pushing Technology Harder -- 4.2 BM2: Reframing What You Propose -- 4.3 BM3: Pushing Something Else-The Use Phase Model -- 4.4 BM4: Servicing Model -- 5 Discussion and Conclusions -- 5.1 The Road to Becoming More User Centered and Service Oriented -- 5.2 Clues to Potential Success Factors -- 5.3 Implications for Management, Policy and for Further Research -- Appendix -- References -- Reverse Logistics Process |
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for Business Transitions: An Example from the Clothing Industry -- 1 Introduction -- 1.1 The Role of Sustainability Transitions -- 1.2 The Role of Business and Industries for Sustainability Transitions -- 2 New Business Models: Going Beyond the Traditional Scope of the Firms -- 2.1 New Business Models for the Sustainability Transition -- 2.2 The Use of a Life-Cycle Perspective -- 2.3 Going Beyond Boundaries with Open Innovation Networks. |
3 The Case: Going Beyond the Traditional Scope in the Clothing Industry. |
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