Book Review: Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers

Parry, Zen

doi:10.5367/ijei.2014.0149

Cited by 48 publications

(78 citation statements)

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“…BM definitions are subject of debates among researchers (Bocken et al, 2014; DaSilva & Trkman, 2014). For practical reasons, in this research we resort to a value‐centered definition: a BM is a strategic blueprint that “describes the rationale of how an organization creates, delivers, and captures value” (Osterwalder & Pigneur, 2010, p. 14). In recent years, and strongly driven by the global development agenda, this definition has shifted towards inclusive growth and environmental sustainability.…”

Section: Methodsmentioning

confidence: 99%

Sustainable business models for smallholder farmers: Challenges for and lessons from theBarshapump experience

Intriago Zambrano,

Diehl,

Ertsen

2023

Bus Strat Dev

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Smallholder farmers (SFs) are cornerstone actors in eradicating poverty and hunger. Companies have recently focused on SFs as potential customers and suppliers. Several hindrances yet prevent SFs to be commercially viable actors. In this respect, sustainable business models (SBMs) bring opportunities for companies to increase profit, improve SFs' livelihoods, and promote environmental sustainability. Recognizing these opportunities, the Dutch company aQysta provides the Barsha pump (BP) as a sustainable irrigation solution for SFs. The challenges for BP adoption that remain for SFs illustrate that there is still limited understanding of how SBMs can support companies in engaging with SFs. To expand this understanding, we conducted a multiple‐case analysis of 10 organizations providing SF‐tailored products and/or services. Based on this analysis, we have drawn lessons for aQysta (and similar companies) to improve the BP's value proposition and we elaborate on the implications of this study for other organizations engaging commercially with SFs.

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Section: Methodsmentioning

confidence: 99%

Sustainable business models for smallholder farmers: Challenges for and lessons from theBarshapump experience

Intriago Zambrano,

Diehl,

Ertsen

2023

Bus Strat Dev

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“…The first step was to analyse the BM to identify the impacts the company could have in relation to its stakeholders. The BM analysis was performed with a BM canvas tool (Osterwalder & Pigneur, 2010) F I G U R E 1 Transformation process and stakeholder consideration in the proposed case study. Source: our elaboration.…”

Section: Stakeholder Management In the Transformation Processmentioning

confidence: 99%

The transition towards benefit corporations: What are the roles for stakeholders?

Riso,

Tallaki,

Bracci

et al. 2023

Bus Strat Env

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A benefit corporation (BC) is the legal status of an enterprise that embraces a dual‐purpose business model (BM) of maximising shareholder value while satisfying stakeholders' interests. The literature so far has focussed on the motivations beyond the birth or transformation of BC, the factors that can favour the emergence of BCs, and the results companies achieve after the transformation, as well as studies on the new BCs' legislation. Other studies have examined how the duality of purpose (profit vs. social benefits) can be composed, and the risks of a mission drift favouring profit maximisation in BCs. By drawing on stakeholder theory, this study aims to highlight the role of stakeholders in the process of transformation from a traditional for‐profit BM to a BC model. We adopt a qualitative approach through a longitudinal case study to observe the transition of a small‐medium enterprise into a BC. The results show how management and engagement practices coexist in the relationships with stakeholders and how an instrumental approach prevails.

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“…BM approaches are based on the concepts of strategy, resources, capabilities, and the competitiveness of a sector, and they aim to create value for customers while part of the value created is also taken by firms (Christensen et al, 2016). As discussed by numerous scholars (Amit & Zott, 2001;Johnson et al, 2008;Massa et al, 2017;Osterwalder & Pigneur, 2010), an exact and singular definition of BMs does not exist. Therefore, it is possible to state that a BM is a framework (or a construct) based on previous theories, such as the theory of competitive advantage (Porter, 1985) or the theory of resources and capabilities (Barney, 1991).…”

Section: Circular Business Modelmentioning

confidence: 99%

Achieving the circular economy through environmental policies: Packaging strategies for more sustainable business models in the wine industry

Mura,

Vicentini,

Botti

et al. 2023

Bus Strat Env

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The environmental and economic benefits of adopting a circular economy (CE) approach could be significant for firms. The CE and packaging constitute a fundamental binomial for our economy, yet there are still few studies of the advantages for food value chains, especially in the wine sector. Therefore, in this paper, we address this research gap by measuring the environmental and economic performance of a circular business model (CBM) adopting the wine industry as a reference. We apply a combination of Life Cycle Assessment (LCA) and Life Cycle Costing (LCC) methods to a small Italian winemaking firm, which implements a circular strategy through the take‐back and refurbishment of wine packaging components. Results show that by implementing this sustainable and CBM, a firm can reduce greenhouse gas (GHG) emissions from 8 to 90% and save from 6 to 63% of its economic costs.

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Book Review: Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers

Cited by 48 publications

References 0 publications

Sustainable business models for smallholder farmers: Challenges for and lessons from theBarshapump experience

Sustainable business models for smallholder farmers: Challenges for and lessons from theBarshapump experience

The transition towards benefit corporations: What are the roles for stakeholders?

Achieving the circular economy through environmental policies: Packaging strategies for more sustainable business models in the wine industry

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