Business models as framework for sustainable value-creation: strategic and operative leadership challenges

Abstract

This study explores leadership challenges related to the operationalisation of sustainable business models in offshore shipping. Based on a comparative case study, the study finds that the business model framework and the business model canvas' building blocks must be adapted and adjusted to the resources and capabilities of the firm and its strategic and industrial context and operation. Another crucial finding is that the processes and relationships between the business model's building blocksthe day-to-day actions and activities in developing, implementing and gradually revising and auditing a chosen business modelare strongly leadership and management intensive. By giving an example of sustainable value-creation, the study contributes to the state-of-the-art of corporate sustainability management and development by illustrating how new business models can be pursued in the maritime shipping industry.

A corporate social responsibility (CSR)-led competitiveness framework through a bibliometric analysis (2001–2023)

“…The addition of the SDG goals has led to an increased focus on how firms address, measure and manage their sustainable development efforts. Various studies suggest and evaluate various frameworks for the same (Dušková, 2021; Gjøsæter et al , 2021).…”

A Review Based Study on Transformational Leadership and Its Future Prospects

“…Following that, the review went on to look into transformational leadership studies from many perspectives. The subject of operative leadership in organisations had been indicated by Conger and Kanungo (1994) and several others [24][25][26][27][28]. When selecting, promoting, and evaluating employees, leadership skills were considered.…”

Circular Business Model Value Dimension Canvas: Tool Redesign for Innovation and Validation through an Australian Case Study

“…Same building blocks as the BMC of Osterwalder and Pigneur [3] with two additional blocks: adoption factors and take-back system (total number of blocks were 11). Gjøsaeter, Kyvik, Nesse, and Årethun [52] illustrated "The business model canvas (adapted)" with nine BBs such as traditional BMC applied to ship lines as case studies. Social and environmental lifecycle costs and benefits under the cost structure and revenue streams, respectively, were considered in the canvas.…”

“…Good governance results from corporate sustainability and responsibility strategy [30], reflected in the case study company, were operationalized as both forward and reverse supply chain partners. Pursuing high-quality communication with partners and stakeholders is the reflection of upholding a company's strategic green (sustainability) ambition [52]. Goal 8 of SDGs is directly connected with the company's effort to improve diverse employment programs within the social enterprise context, previously identified by Rahdari, Sepasi, and Moradi [30].…”

“…Figure 4 shows the product return strategy of Company X. Resource acquisition and adoption of new environmentally friendly technology were part of the critical activities for maritime operations identified by Gjøsaeter, Kyvik, Nesse, and Årethun [52]. Acquisition of resources is an implementation phase in the BMI [49].…”