The versatile role of sustainable market entrepreneurs in market transformation: An intervention framework for institutional change

Argyrou, Aikaterini; Chevrollier, Nicolas; Nijhof, André H.J.

doi:10.1002/bse.3128

Cited by 5 publications

(5 citation statements)

References 131 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The literature on the purpose and impact of corporations has shown that an excessive focus on profits can have unintended consequences for the environment, society and corporations themselves (for an interesting overview about sustainable entrepreneurship and business see Argyrou et al, 2021; Knoppen & Knight, 2022; Muñoz & Cohen, 2018). BCs are required to have a double purpose—profits and public common benefit—and as such represent a corporate form that fully integrates sustainability (Hiller, 2013).…”

Section: Introductionmentioning

confidence: 99%

Pursuing a strategy of ‘common benefit’ in business: The adoption of the benefit corporation model in Italy

et al. 2022

View full text Add to dashboard Cite

A benefit corporation (BC) is a for-profit company that pursues common benefits for stakeholders. Adopting institutional theory, we analyse the characteristics of the company in relation to the common benefits a BC pursue and how BC model fits with corporate social responsibility (CSR) practices defined in literature. BCs were introduced by a 2016 law in Italy, that was the first European country to approve legislation for BCs, under which a company must indicate its specific common benefit in its articles of association (AoAs). We run a multivariate regression on data from a content analysis on companies' AoA and then use questionnaire data to perform a cluster analysis and interviews to provide additional information. We show that larger and profitable firms focus on customers, while mature firm focus on the environment in the definition of common benefit in AoA. There is resistance to profit sharing. Industry and location specific are important drivers. Among first evidences, it is interesting to see that the most frequent perceived advantage of BC status is differentiation, BC and BCorp do not in practice overlap, and ownership is the main promoter of the change to become BC.

show abstract

Section: Introductionmentioning

confidence: 99%

Pursuing a strategy of ‘common benefit’ in business: The adoption of the benefit corporation model in Italy

et al. 2022

View full text Add to dashboard Cite

show abstract

“…Moreover, certain regions provide significant motivation for enterprises to uphold social responsibility in travel by recognizing high‐quality companies. This compels digital transformation enterprises to consider the feasibility of creating multiple values (Argyrou et al, 2023). A company's establishment of a four‐level safety management system and the convenience model of “business + service” was awarded as a typical project of “Demonstration Project of Standardized Community Business Center”.…”

Section: Resultsmentioning

confidence: 99%

Exploration and exploitation of multiple values: The dynamic evolution process of sustainable entrepreneurship in Chinese digital platform corporates

Li,

Long

2023

Sustainable Development

View full text Add to dashboard Cite

As a booster of entrepreneurship and innovation, digital technologies are gradually unlocking their transformative potential to mitigate and address major environmental and social problems, together with the platform connecting stakeholders, they offer new opportunities for value co‐creation. While the digital sustainable entrepreneurship framework, encompassing opportunity recognition and exploiting process, is still in the preliminary exploration. The article focalize the digital platform application cases of four sustainable start‐ups and attempts to deconstruct the process of digital sustainable entrepreneurship grounded in the dynamic capability theory. The results indicate that the company integrates the identification of sustainability issues and prediction of heterogeneous needs into multiple opportunity perception, thus establishing stakeholder identification and psychological empowerment to reserve implicit resources, so as to realize the creation of mixed value based on digital platform construction and interaction. The process of “perception–accumulation–co‐creation” presents an alternating cycle of evolution. The results provide support for sustainable entrepreneurship by highlighting the role of dynamic capability as action potentials connected with digital platforms, which in turn foster the study of digital innovation management.

show abstract

“…However, in the examined companies with a stewardship strategic orientation, the top management triggers a change toward a focus on ecological matters throughout the organization. Ecological concerns (Strauss et al, 2017) are embedded in the business in a way that goes beyond merely identifying and/or discovering business opportunities by also using entrepreneurial skills, knowledge, and networking to generate opportunities in uncertain and transforming environments (Argyrou et al, 2022; Hall et al, 2010; Hummels & Argyrou, 2021; Johnson & Hörisch, 2021). In this way, opportunities are sensed and seized while achieving a sustainability impact based on intuition, knowledge, and networking to support sector‐wide transitions in uncertain ecological and business environments.…”

Section: Discussionmentioning

confidence: 99%

Carbon emission reduction: Understanding the micro‐foundations of dynamic capabilities in companies with a strategic orientation for sustainability performance

Chevrollier,

van Lieshout,

Argyrou

et al. 2023

Bus Strat Env

Self Cite

View full text Add to dashboard Cite

This article aims to identify the micro‐foundations of dynamic capabilities that underpin a strategic orientation for sustainability performance in order to reduce carbon emissions. These micro‐foundations are examined in relation to two types of strategic orientation for sustainability performance: instrumental and stewardship. A qualitative research design is used to investigate four Dutch stock‐listed companies with either an instrumental or a stewardship strategic orientation. The research shows that certain micro‐foundations of dynamic capabilities achieve carbon emission reductions. Sensing, through measuring carbon emissions, supports a transparent raising of awareness on this issue. Seizing is based on a collaborative and carbon‐driven capturing of value enabled by clear financial incentives linked to reducing carbon emissions. Transforming is supported by an ambidextrous organizational structure and the active diffusion of knowledge concerning carbon emission reduction. Top management can deliver a significant impulse to achieve the desired level of influence related to carbon emission reduction. Our analysis reveals five dimensions (level of influence, level of transparency, level of responsibility, logic of value creation, and logic of embeddedness) that explain the relation between a strategic orientation for sustainability performance and the associated sustainable performance achieved in carbon emission reduction.

show abstract

The versatile role of sustainable market entrepreneurs in market transformation: An intervention framework for institutional change

Cited by 5 publications

References 131 publications

Pursuing a strategy of ‘common benefit’ in business: The adoption of the benefit corporation model in Italy

Pursuing a strategy of ‘common benefit’ in business: The adoption of the benefit corporation model in Italy

Exploration and exploitation of multiple values: The dynamic evolution process of sustainable entrepreneurship in Chinese digital platform corporates

Carbon emission reduction: Understanding the micro‐foundations of dynamic capabilities in companies with a strategic orientation for sustainability performance

Contact Info

Product

Resources

About