Sustainable energy systems in the making: A study on business model adaptation in incumbent utilities

Pereira, Guillermo Ivan; Niesten, Eva; Pinkse, Jonatan

doi:10.1016/j.techfore.2021.121207

Cited by 38 publications

(21 citation statements)

References 69 publications

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“…Cases of CFAA and ruhrvalley [15] Smart energy driven business model C 2020 BMI J 2020 BMI [68] New Venture: A New Model for Clean Energy Innovation [69] Nuclear electricity generation in South Africa: a study of strategic innovation for sustainability [70] International Knowledge Networks in Sustainable Energy Technologies: Evidence From European Projects [71] Smart Energy: Competitive landscape and collaborative business models [72] The role of international business in clean technology transfer and development innovation: An analysis of existing business models and implications for business model change in the energy sector [87] Current Innovation Sources Driving The Spanish Electric Power Sector [88] How governments, universities, and companies contribute to renewable energy development? A municipal innovation policy perspective of the triple helix [14] Sustainable…”

Section: Reactions To the Open Movement: Open Data And Ossmentioning

confidence: 99%

“…As a consequence of the liberalization of electricity markets, an intense wave of mergers and acquisitions (M&A) took place in Europe, through which market players readjusted their production and distribution capacities [4]. M&A integrate different firms into one [14]. If in the past, companies in the electricity sector performed M&A due to cost efficiency, access to foreign expertise, and distribution networks [4], nowadays, the reasons are different.…”

Section: Inbound Innovation 4211 Mergers and Acquisitionsmentioning

confidence: 99%

“…[114], there are four main aspects driving M&A: (i) geographic diversification, which is in line with internationalization trends [3], (ii) business diversification, (iii) balance sheet strengthening, and (iv) innovation into new lines of business, particularly digital innovation. Focused on inbound innovation [14], analyzed 756 boundary-spanning transactions, i.e., M&A, joint ventures, and strategic alliances of European utilities (including electricity utilities) from 1990 to 2019. The authors found that utilities have preference for integrating new activities through M&A, assuming they can reinforce the "efficiency and lock-in of their traditional business model" [14], p. 1.…”

Section: Inbound Innovation 4211 Mergers and Acquisitionsmentioning

confidence: 99%

“…Focused on inbound innovation [14], analyzed 756 boundary-spanning transactions, i.e., M&A, joint ventures, and strategic alliances of European utilities (including electricity utilities) from 1990 to 2019. The authors found that utilities have preference for integrating new activities through M&A, assuming they can reinforce the "efficiency and lock-in of their traditional business model" [14], p. 1. Apparently, M&A with a focus on decarbonization, increasing RE capacity, and enhancing the business-customer interface have increased recently [115,116].…”

Section: Inbound Innovation 4211 Mergers and Acquisitionsmentioning

confidence: 99%

“…The latter work also highlighted that conflicts among stakeholders are a downside to openness and larger collaboration networks due to increased complexity [13]. BMs changes and BMI have also been largely addressed in the literature and applied to the energy sector in certain cases [14][15][16].…”

Section: Introductionmentioning

confidence: 99%

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Open and collaborative innovation for the energy transition: An exploratory study

Dall-Orsoletta

Romero

Ferreira

2022

Technology in Society

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Section: Reactions To the Open Movement: Open Data And Ossmentioning

confidence: 99%

Section: Inbound Innovation 4211 Mergers and Acquisitionsmentioning

confidence: 99%

Section: Inbound Innovation 4211 Mergers and Acquisitionsmentioning

confidence: 99%

Section: Inbound Innovation 4211 Mergers and Acquisitionsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Open and collaborative innovation for the energy transition: An exploratory study

Dall-Orsoletta

Romero

Ferreira

2022

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Sustainable business models and organizational boundaries—A literature review

Bjartmarz,

Bocken

2024

Bus Strat Env

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Social and environmental challenges are forcing organizations to develop sustainable business models (SBMs). Literature on SBMs has identified the importance of stakeholders and collaboration. Collaboration and positions of stakeholders within the value‐chain opens the discussion about organizational boundaries and their role in enhancing or hindering sustainable business model innovation. Through a literature review, this study analyzes 53 papers at the intersection of SBMs and boundaries to clarify how SBMs change organizational boundaries, and how these boundaries affect the sustainability values of organizations. We aim to identify key stakeholders, who hold negotiation power at organizational boundaries. The paper identifies important managerial questions that may assist organizations in the process of unpacking sustainable value and broaden their scope of key stakeholders. Finally, we formulate future research areas to advance research at the intersection of SBMs and organizational boundaries.

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Transition policy mixes and business model adaptation: Incumbent firms' response to zero‐carbon policy in the housing sector

Rezaeian,

Pinkse,

Rigby

2024

Bus Strat Env

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This paper provides a firm‐level perspective on sustainability transitions by analysing how government can use transition policy mixes to entice industry incumbents to adapt their business model to integrate sustainable technologies. It examines firm‐level barriers to policy implementation, why these exist, and how government can use transition policy mixes to overcome them. The empirical analysis provides an in‐depth case study of the UK Zero Carbon Homes (ZCH) as a transition policy mix and considers the point of view of policymakers and incumbent housebuilders. The paper sheds light on the question of how transition policy mix designs can support incumbents' business model adaptation to bring about transformational change for sustainability. The results show that the interaction between various policy shortcomings and business model adaptation barriers led to a failure of government to move the housebuilding sector towards a stronger integration of sustainable technologies. The paper concludes by arguing that decarbonising housing in the UK was a system failure, rather than a market or policy failure, as the government failed to address the underlying reasons of incumbents' resistance to changing their business model. The findings suggest that taking incumbents' business models into consideration while designing policies for sustainability transitions is necessary to entice established firms to actively take part in the process of transitions and adapt to new sustainable norms.

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Sustainable energy systems in the making: A study on business model adaptation in incumbent utilities

Cited by 38 publications

References 69 publications

Open and collaborative innovation for the energy transition: An exploratory study

Open and collaborative innovation for the energy transition: An exploratory study

Sustainable business models and organizational boundaries—A literature review

Transition policy mixes and business model adaptation: Incumbent firms' response to zero‐carbon policy in the housing sector

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