| 1. |
- Bocken, Nancy M.P., et al.
(författare)
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Barriers and drivers to sustainable business model innovation : Organization design and dynamic capabilities
- 2020
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Ingår i: Long Range Planning. - : Elsevier BV. - 0024-6301. ; 53:4
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Tidskriftsartikel (refereegranskat)abstract
- Sustainable business model innovation (SBMI) in large multinational corporations is increasingly perceived as a key driver for competitive advantage and corporate sustainability. While the SBMI literature acknowledges that corporations require dynamic capabilities to innovate their business model for sustainability, the role of organization design to nurture dynamic capabilities for this purpose has been scantly addressed. By taking a qualitative research approach, we address how organization design affects dynamic capabilities needed for SBMI. Accordingly, from an organization design perspective, we identified barriers and drivers on three levels: the institutional, the strategic, and the operational. The contributions of our study are threefold. First, we contribute to a recent discussion on how organizational design affects dynamic capabilities needed for business model innovation. Second, we present a multi-level framework to show how interconnected barriers and drivers obstruct or enable SBMI. Third, our study answers a call to advance theoretical perspectives on SBMI.
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| 2. |
- Bocken, Nancy M.P., et al.
(författare)
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Business model experimentation for sustainability
- 2016
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Ingår i: Sustainable Design and Manufacturing 2016. - Cham : Springer International Publishing. - 2190-3026 .- 2190-3018. - 9783319320960 ; 52, s. 297-306
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Konferensbidrag (refereegranskat)abstract
- Business experimentation is a key avenue for accelerating change for sustainability. In contrast to experimentation in natural sciences, benefitting from controlled situations, business experimentation aims to explore the diverse possibilities that a business could create value from, or understand what works in which particular situations in a real life business context. While at present most popular with start-ups, this paper argues that large businesses can also find inspiration in business experimentation to develop sustainable business models and accelerate positive change for sustainability. Five illustrative cases are included of business experimentation for sustainability by focusing on pivots (modifications) in the business model. This paper only scratches the surface of the potential impactful new research field of business (model) experimentation for sustainability. Future work on sustainable business experimentation for start-ups and mature businesses is viewed as a powerful future research avenue to accelerate change in industries.
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| 3. |
- Bocken, Nancy M.P., et al.
(författare)
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Circular business model experimentation : Concept and approaches
- 2019
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Ingår i: Sustainable Design and Manufacturing - Proceedings of the 5th International Conference on Sustainable Design and Manufacturing KES-SDM-18. - Cham : Springer International Publishing. - 2190-3018 .- 2190-3026. - 9783030042899 ; 130, s. 239-250
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Konferensbidrag (refereegranskat)abstract
- This paper aims to provide conceptual insight on ‘Circular business model experimentation’ by exploring the concept and potential approaches to pursue. The Circular Economy can be a successful driver for change by focusing efforts on economic and environmental issues while also addressing socio-economic challenges such as (un)employment. The business model of firms is viewed as a systematic driver for change in a company, bringing together the various elements of the way of doing business: the value proposition (what value is proposed and to whom); value creation and delivery (how this value is provided) and value capture (how money is made and other forms of value are captured). To develop and validate novel business models, experimentation is needed. While experimentation has been prominent in natural sciences, economics and transitions management literature, it has not yet mainstreamed as a potential business approach, despite the fact that it has been heralded as a key driver for competitiveness and sustainability success. This paper explores the concept of Circular Business Model Experimentation by addressing the following questions: What is Circular Business Model Experimentation? What approaches are available for business? Based on this, suggestions for future research and practice on circular business model experimentation are developed.
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| 4. |
- Bocken, Nancy M.P., et al.
(författare)
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Circular business models for the fastmoving consumer goods industry : Desirability, feasibility, and viability
- 2022
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Ingår i: Sustainable Production and Consumption. - : Elsevier BV. - 2352-5509. ; 30, s. 799-814
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Tidskriftsartikel (refereegranskat)abstract
- Fast-moving consumer goods (FMCGs) are products that have a short useful lifetime and are typically designed for single or limited uses followed by disposal. The disposable nature of FMCGs combined with ineffective waste recovery systems is causing global environmental problems. Various reusable packaging business models have emerged to tackle these problems; however, their influence is still low in practice. Testing the feasibility, desirability, and viability of innovative circular business models enables their implementation and scaling. In this context, this study explores the success factors, drivers, and barriers of an FMCGs reuse business model. The case company is an internationally scaling company pursuing a potentially disruptive circular business model. A mixed methods approach is used, involving semi-structured interviews with innovators on two variations of the FMCG reuse business model (in-store and e-commerce) followed by a consumer survey in the city of Berlin to test perceptions of these business models. Five success factors were identified: brand and retailer partnerships, consumer participation, operations efficiency, business model profitability, and the establishment of an ecosystem. The main driver for consumers to participate in the circular business model is the potential positive environmental impact, although there were concerns about added environmental impact related to logistics in the e-commerce model. In addition, convenience and accessibility of the reuse model are important for consumers. Costs are identified as a predominant barrier for companies to engage in reusability. Based on the research findings, recommendations for expanding FMCG reuse business models are developed.
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| 5. |
- Bocken, Nancy M.P., et al.
(författare)
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Pay-per-use business models as a driver for sustainable consumption : Evidence from the case of HOMIE
- 2018
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Ingår i: Journal of Cleaner Production. - 0959-6526. ; 198, s. 498-510
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Tidskriftsartikel (refereegranskat)abstract
- Pay-per-use business models where consumers pay for the unit of service (e.g. a wash) without gaining product ownership are often linked to increased environmental performance. Consumers would become more conscious about consumption patterns and companies would take responsibility for product life cycle issues. Such benefits can only be achieved when the business model is intentionally designed to deliver those impacts. Few studies focus on the environmental impacts of pay-per-use business models based on direct measurement of impacts. This paper investigates the following question: What positive environmental impact in terms of improving consumption patterns can be observed in a pay-per-use business model? Through an in-depth case of the start-up HOMIE, we investigate how its pay-per-use business model contributes to sustainable consumption. We use two samples of 56 and 21 customers in a longitudinal study to assess whether their consumption patterns of using a washing machine significantly changed after implementing a pay-per-use business model. It was found that pay-per-use business models have the potential to stimulate sustainable consumption. When customers started paying after the first free month, the total number of washes and washing temperature decreased significantly. Temperature reductions were mostly realized by customers who used to wash at higher temperatures. Future research could focus on mapping ideal sequences of experiments to achieve the greatest levels of sustainability impacts, and investigating other sustainable business models, such as renting and sharing.
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| 6. |
- Bocken, Nancy M.P., et al.
(författare)
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Product design and business model strategies for a circular economy
- 2016
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Ingår i: Journal of Industrial and Production Engineering. - : Informa UK Limited. - 2168-1015 .- 2168-1023. ; 33:5, s. 308-320
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Tidskriftsartikel (refereegranskat)abstract
- The transition within business from a linear to a circular economy brings with it a range of practical challenges for companies. The following question is addressed: What are the product design and business model strategies for companies that want to move to a circular economy model? This paper develops a framework of strategies to guide designers and business strategists in the move from a linear to a circular economy. Building on Stahel, the terminology of slowing, closing, and narrowing resource loops is introduced. A list of product design strategies, business model strategies, and examples for key decision-makers in businesses is introduced, to facilitate the move to a circular economy. This framework also opens up a future research agenda for the circular economy.
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| 7. |
- Bocken, Nancy M.P., et al.
(författare)
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Scaling up social businesses in developing markets
- 2016
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Ingår i: Journal of Cleaner Production. - : Elsevier BV. - 0959-6526. ; 139, s. 295-308
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Tidskriftsartikel (refereegranskat)abstract
- Most of the world's poor live in developing markets and face unmet needs in core areas such as education, health, energy, sanitation and financial services. This offers businesses a vast opportunity for growth as these economies emerge from low-income to middle-income status. Social businesses in particular address a social need while generating profits typically reinvested into the business itself, but there is limited understanding of the ways through which social businesses achieve scale. This paper investigates how social businesses can scale up. First, we define scaling up as “increasing the number of customers or members of a business as well as expanding its offer and maximising its revenues until it reaches millions of people.” Second, using three in-depth case studies of social businesses that successfully scaled up according to these definitions, BRAC, Aravind and Amul, we identify scaling up strategies for social businesses. We identified market penetration, market development, product development and diversification as key strategies at different stages of business maturity. We find that there are two ways of increasing income generated that are linked to these four strategies: increasing revenue per stream and diversifying revenue streams. Our findings give insight to companies aiming to pursue social businesses and adds to the sparse literature on scaling up social businesses. A fruitful future research avenue would be to investigate the best sequence for applying these scaling strategies across companies and sectors over time.
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| 8. |
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| 9. |
- Geissdoerfer, Martin, et al.
(författare)
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Design thinking to enhance the sustainable business modelling process – A workshop based on a value mapping process
- 2016
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Ingår i: Journal of Cleaner Production. - : Elsevier BV. - 0959-6526. ; 135, s. 1218-1232
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Tidskriftsartikel (refereegranskat)abstract
- Sustainable business model innovation is an emerging topic, but only few tools are currently available to assist companies in sustainable business modelling. This paper works towards closing this gap by bringing together ‘design thinking’ and ‘sustainable business model innovation’ to refine the creative process of developing sustainable value propositions and improve the overall business modelling process. This paper proposes a new workshop framework based on a value mapping process, which was developed by literature synthesis, expert interviews, and multiple workshops. The framework was transferred into a workshop routine and subsequently tested with companies and students. The resulting ‘Value Ideation’ process comprises value ideation, value opportunity selection, and value proposition prototyping. The integration of design thinking into the innovation process helps to create additional forms of value and include formerly underserved stakeholders in the value proposition. Thus, the Value Ideation process helps companies to improve their performance while becoming more sustainable. Workshop evaluations revealed that the Value Ideation process assists companies in enhancing their value proposition by including positive economic, societal, and environmental value and a wider range of stakeholder interests. The ‘design thinking’ elements stimulate the ideation process and help to harmonise often conflicting stakeholder interests.
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