Accelerating the Theory and Practice of Sustainability-Oriented Innovation

Jay, Jason; Gérard, Marine B.

doi:10.2139/ssrn.2629683

Cited by 47 publications

(58 citation statements)

References 97 publications

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“…Alongside, perspectives of all relevant stakeholders in the business space and the alignment of their interests are also fundamentally considered, as opposed to favoring specific short‐termed expectations of limited shareholders (Evans et al, ; Lüdeke‐Freund et al, ; Stubbs & Cocklin, ). As such, several scholars and practitioners agree in considering the multitude of sustainability challenges—for example, climate change, waste generation, poverty, and inequality—as engines of sustainable value creation (Adams, Jeanrenaud, Bessant, Denyer, & Overy, ; Breuer et al, ; Jay & Gerard, ; Lüdeke‐Freund & Dembek, ; Schaltegger & Wagner, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Dynamic business modeling for sustainability: Exploring a system dynamics perspective to develop sustainable business models

2019

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In the last decade, business models for sustainability have gained increasing attraction by corporate sustainability scholars with international conferences and scientific journals encouraging the development of the debate on their design, use and innovation processes. Capitalizing on the basic principles, requirements, and methodological limitations found in the literature on sustainability-oriented business model design, this paper aims to conceptualize a dynamic business modeling for sustainability approach, which combines an adapted sustainable business model canvas and system dynamics modeling. To this end, the paper also illustrates the key operating principles of the proposed approach through an exemplary application to Patagonia's business model. Findings suggest that dynamic business modeling for sustainability may contribute to sustainable business model research and practice by introducing a systemic design tool, which frames environmental, social, and economic drivers of value generation into a dynamic business model causal feedback structure, thus overcoming methodological gaps of the extant business model design tools. KEYWORDSbusiness model design, business models for sustainability, dynamic business modeling, sustainability, system dynamics modeling

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Section: Theoretical Backgroundmentioning

confidence: 99%

Dynamic business modeling for sustainability: Exploring a system dynamics perspective to develop sustainable business models

2019

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“…Beise and Rennings, 2005) and an extended external orientation toward more diverse stakeholders (including society or partnership ecosystems), e.g., to overcome resource constraints, to bring novel technology to the market or to share risks (cf. Jay and Gerard, 2015) differentiate the commercialization process of strong sustainability-oriented new technology ventures from conventional new technology ventures. Hence, this study supports the notion of describing radical SOI processes by adding sustainability-specific characteristics to conventional innovation processes (cf.…”

Section: Conclusion Theoretical Implicationsmentioning

confidence: 99%

“…Hence, this study supports the notion of describing radical SOI processes by adding sustainability-specific characteristics to conventional innovation processes (cf. Walker et al, 2008;Driessen et al, 2013;Jay and Gerard, 2015).…”

Section: Conclusion Theoretical Implicationsmentioning

confidence: 99%

“…Scholars often distinguish the degree of sustainability in two to three ascending categories (Klewitz and Hansen, 2014;Jay and Gerard, 2015;Muñoz and Dimov, 2015). The highest degree of sustainability may be achieved by radical (cf.…”

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confidence: 99%

“…They argue that market barriers, once overcome by entrepreneurs, who are involved in political collective activities via industry associations, can reveal entrepreneurial opportunity (ibid). However, most of these research findings are adding sustainability-specific characteristics to findings from conventional innovation or entrepreneurship studies (Walker et al, 2008;Driessen et al, 2013;Jay and Gerard, 2015).…”

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confidence: 99%

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Overcoming Barriers to Successfully Commercializing Carbon Dioxide Utilization

Kant

2017

Front. Energy Res.

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The successful transition to a low-carbon economy hinges on innovative solutions and collaborative action on a global scale. Sustainable entrepreneurship is thereby recognized as a key driver in the creation and transformation of ecologically and socially sustainable economic systems. The purpose of this article is to contribute to this topic by understanding commercialization barriers for strong sustainability-oriented new technology ventures and to derive recommendations to overcome them. A qualitative multilevel approach is applied to identify barriers and drivers within the internal dynamic capabilities of the organization and within the organization's external stakeholders. A model of barriers has been developed based on semi-structured interviews with new carbon dioxide utilization ventures and associated industry players in Canada, the USA, and the European Economic Area. Resulting recommendations to facilitate the (re-)design of a dedicated support system are proposed on four levels: (a) actors, (b) resources, (c) institutional settings, and (d) the coordination of the support system.

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Circular business models for sustainable development: A “waste is food” restorative ecosystem

2018

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Our aim is to provide a better understanding of a business model based on circular principles. In particular, we focus on two issues that support the development of a circular business model: (a) the focal actor as orchestrator of the circular network and (b) the circular ecosystem encompassing suppliers, customers, research centers, and public authorities, in which each actor/stakeholder plays a specific role, based on effective interorganizational relationships. The research method applied is an in-depth nested single case study of a circular project. Our results highlight an exemplar case of an ecosystemic business model in agriculture, involving different types of innovation and strong collaboration among network members, orchestrated by a focal firm. The abductive approach used led to the formulation of some research propositions and to the identification of some adoption factors and barriers to growth in circular business models.

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Accelerating the Theory and Practice of Sustainability-Oriented Innovation

Cited by 47 publications

References 97 publications

Dynamic business modeling for sustainability: Exploring a system dynamics perspective to develop sustainable business models

Dynamic business modeling for sustainability: Exploring a system dynamics perspective to develop sustainable business models

Overcoming Barriers to Successfully Commercializing Carbon Dioxide Utilization

Circular business models for sustainable development: A “waste is food” restorative ecosystem

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