Sustainable business model innovation: external and internal factors on SMEs

Abstract

Purpose This study aims to analyze the internal and external factors of the acceptance of small and medium enterprises (SMEs) to implemented sustainable business model innovations (SBMI) that depend on external factors, dynamic performance expectancy, facilitating conditions, social influence, effort expectancy, hedonic motivation and factor internal speed. Design/methodology/approach This is a quantitative method research project conducted through a survey of SMEs in Semarang, Central Java, from February to June 2021. SMEs that have been operated to sustainable business were chosen purposively as samples. Based on the requirement, there are 220 entities used in this study. Data analysis was conducted by using Structural Equation Model. Findings The results of this study provide empirical support that the factors studied affect the acceptance of SME business actors toward the implementation of SBMI. The application of this SBMI is used to design and implement a sustainable business model for SME businesses. This study has identified, explained and empirically supported the behavioral structures (composites and factors) that influence the adoption of SBMIs that are commonly available for business modeling. Research limitations/implications The main limitation of this research is the static view of the structure (construction) that influences the use or application of SBMI by SME actors which often changes over time, experience and failure. Originality/value This study supports the execution of sustainable innovation initiatives that have yet to be investigated at the strategic, operational and tactical levels. This is especially true when beginning a firm, because entrepreneurs encounter uncertainty while putting their plans into action at one of three levels: strategic, operational or tactical.

Perspective Chapter: Business Ecosystems – A Structure to Commercialize Value Chain of Rural Economies in Developing Areas

“…Consequently, the ecosystem-as-structure approach focuses on the value chain as the architecture for value creation, and the Business Model as the architecture through which value is created and captured through the orchestrator [42,50]. And the BE is the alignment structure of the set of business partners/actors with varying degrees of multilateral, nongeneric complementarities that need to interact for a focal value proposition to materialize [37,47,51]. Thus, the ecosystemas-structure creates value through a collaborative value chain and capture value through the BM of the lead firm.…”

“…The value-creating system should have a defined set of actors who intend to jointly present an agreed value as their common goal. The partners should have the capabilities, skills, and competencies to perform a specific role in an ecosystem to ensure efficient and effective value creation [51,58]. For example, depending on the defined set of activities and the value chain, potential actors in the agriculture industry include suppliers of agricultural inputs and materials, producers or farmers, processors, and finally consumers.…”

Determinasi Adopsi Ekonomi Sirkular, Model Bisnis Inovatif Dan Dukungan Anggaran Negara: Investigasi Umkm Indonesia Berbasis PLS-Sem

“…Pada prinsipnya, model bisnis inovatif merupakan modifikasi taraf tinggi & penyempurnaan fondasi contoh bisnis, proses produksi, struktur layanan, & fitur produk untuk mempertinggi kemampuan pembangunan berkelanjutan pada antara bisnis (Utaminingsih et al, 2023). Dalam hal ini, penelitian sebelumnya sudah mengevaluasi kiprah model bisnis inovatif pada mencapai tujuan pembangunan berkelanjutan pada antara perusahaan & mengamati bahwa model bisnis inovatif mempunyai interaksi positif menggunakan SDGs, & memimpin bisnis buat mencapai efisiensi ekonomi, lingkungan, & sosial, dan keunggulan kompetitif (Ben Amara & Chen, 2020).…”

“…Oleh karena itu, model bisnis inovatif telah menjadi tren penting dalam pengaturan industri dan memungkinkan penyesuaian kembali kapabilitas dan sumber daya bisnis untuk mencapai efisiensi ekonomi, lingkungan, dan sosial. Para peneliti telah banyak menguji model bisnis inovatif dalam berbagai konteks untuk memahami perannya dalam mencapai efisiensi ekonomi, lingkungan, dan sosial, namun penelitian lebih lanjut diperlukan untuk mengungkap perannya dalam kreativitas, inovasi, dan efisiensi ekosistem (Brendzel-Skowera, 2021;Ratana et al, 2022;Utaminingsih et al, 2023). Studi sebelumnya, terutama, telah fokus pada aspek penciptaan nilai, penyampaian nilai, dan penangkapan nilai dalam model bisnis inovatif (Lopes de Sousa Jabbour et al, 2019).…”

How to business environment affect green innovation in small medium enterprises: Systematic literature review

“…The term "social innovation" refers to the generation and application of novel ideas, principles, or practices with the goals of satisfying societal requirements and enhancing societal outcomes. This study conducts a survey of small and medium-sized enterprises (SMEs) in Semarang, Central Java, and finds that acceptance of SBMI is influenced by a variety of elements, including external factors, dynamic performance expectations, facilitating conditions, social influence, effort expectations, hedonic motivation, and internal speed considerations [20].…”