Managing tensions in sustainable business models: Exploring instrumental and integrative strategies

Abstract

General rightsCopyright and moral rights for the publications made accessible in the public portal are retained by the authors and/or other copyright owners and it is a condition of accessing publications that users recognise and abide by the legal requirements associated with these rights.• Users may download and print one copy of any publication from the public portal for the purpose of private study or research. • You may not further distribute the material or use it for any profit-making activity or commercial gain • You may freely distribute the URL identifying the publication in the public portal ? Take down policyIf you believe that this document breaches copyright please contact us providing details, and we will remove access to the work immediately and investigate your claim.

Strategies, practices, and tensions in managing business model innovation for sustainability: The case of an Australian BCorp

“…The social enterprises literature provides some insights into tensions that arise between social and financial goals, but scholars are only just starting to investigate tensions in the BMfS literature. Recognizing and addressing “paradoxical tensions”—such as short‐term/long‐term, profit/ethics, stakeholder/shareholder—is important for BMfS success (van Bommel, ).…”

“…Geissdoerfer et al () highlighted tensions in pursuing the triple bottom line (financial, social, and environmental benefits), changing “mindsets” (behavioral norms), allocating resources to business model innovation, integrating technological innovation, and engaging extensively with external stakeholders. van Bommel () identified four types of tensions (organizing, performing, belonging/identity, and learning/temporal) and two types of strategies to address these tensions (instrumental and integrative; see Table ). Similarly, Siegner, Pinkse, and Panwar () identified two types of strategies: reconciling strategies that manifest as structural separation or temporal separation and acceptances strategies.…”

“…The social aspect of sustainability is often overlooked (Adams et al, ). The dearth of research on how companies adopt and manage BMIfS (van Bommel, ) and the lack of case studies and empirical analyses make it difficult for businesses to understand “how to innovate their business models, identify and design alternatives, then assess and select the most adequate one” (Evans et al, , p. 598).…”

“…The contributions of this article are to address the dearth of research on how companies can adopt and manage BMIfS (Evans et al, ; Geissdoerfer et al, ); provide empirical insights into the tensions in managing BMIfS, as there is little understanding of this (van Bommel, ); and shed light on the structures, strategies, and practices that are effective in reconciling economic, environmental, and social imperatives. The article provides lessons for organizations wanting to innovate their business models to transition to sustainability (Evans et al, ), to help managers understand and “embrace” tensions to more successfully manage business model innovation (van Bommel, ).…”

Darnumo principų įgyvendinimo poveikis Lietuvos įmonių veiklos efektyvumui

“…Remiantis mokslininkų darbais, tyrime akcentuojama veiklos efektyvumo ir darnumo principų įgyvendinimo procesus veikiančių aspektų specifika. Siekiant atskleisti įmonių veiklos efektyvumo ir darnumo principų poveikio šiai veiklai aspektus, išskirti darnios veiklos valdymo procesų bei šios krypties strategijos įgyvendinimo problematikos aspektai, kurie tiesiogiai veikia įmonių veiklą (Baumgartner, 2016;Bommel, 2018;Dyllick, 2015). Kiti mokslininkai pabrėžia, kad darnumo principų įgyvendinimas įmonių veikloje yra vienas pagrindinių šių dienų efektyvumo ir konkurencingumo didinimo veiksnių, užtikrinančių veiklos sėkmingumą (Kosiedowski, 2010;Searcy, 2012).…”