Towards a Taxonomy for Design Options of Social Networking Technologies in Sustainable Business Models

Jacob, Axel; Teuteberg, Frank

doi:10.3390/su13010081

Cited by 7 publications

(4 citation statements)

References 73 publications

(176 reference statements)

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“…Key Partners (D2): Through constructive dialog and cooperation with political decision-makers (C2,1), companies can contribute to the development of framework conditions that promote innovation and support sustainable business [54]. By sharing and pooling resources, companies can realize efficiency advantages and reduce costs through cooperation with competitors (C2,2) [55]. Customers (C2,3) are not just recipients of products, but essential partners in the innovation landscape [7,56].…”

Section: Of Sobm(f)mentioning

confidence: 99%

Design Options for Sustainable and Open Business Models: A Taxonomy-Based Analysis

Mais,

Bauernhansl

2024

Sustainability

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The imperative for decarbonization forces businesses to transform their business models (BMs) and to adopt Sustainable Business Models which focus on creating value sustainably. In the context of Sustainable Business Model Innovation, maintaining close relationships within ecosystems is crucial to ensure a sustainable transformation while preserving competitiveness. As corporate boundaries become more transparent, the importance of external resources increases, leading to a shift from closed to open business models (OBM). In OBMs, stakeholders, including customers, actively co-create innovation and value creation. Our research investigates how integrating these approaches can shape BMs that effectively address decarbonization drivers and tackle the required business model innovation. We conducted a structured literature review to develop a taxonomy that outlines 64 design options across nine dimensions for sustainable, open BMs. In conclusion, this study provides sustainable and open design options, classified into detailed taxonomies. The practical applicability of this taxonomy was demonstrated through a use case classification, providing a foundation for companies and further research into designing and implementing these BMs in the context of decarbonization.

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Section: Of Sobm(f)mentioning

confidence: 99%

Design Options for Sustainable and Open Business Models: A Taxonomy-Based Analysis

Mais,

Bauernhansl

2024

Sustainability

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“…One of the differences between conventional and sustainable business models [22] is that sustainable business models allow for a holistic view of how business is conducted, considering the interests of shareholders and environmental and social sustainability metrics [22,23]. According to Bocken et al [20], their importance also lies in driving and implementing corporate innovation for sustainability, helping it to be incorporated into both corporate purposes and business processes, contributing to the achievement of a competitive advantage.…”

Section: Sustainable Business Modelsmentioning

confidence: 99%

“…Adopted by all UN member states in 2015, the Sustainable Development Goals provide that all countries should promote prosperity while protecting the environment, social needs, equality, and employment opportunity, combating climate change and preserving nature [7,23]. Thus, sustainable business models incorporate the creation of monetary and nonmonetary value into this framework for a wide range of stakeholders from a long-term perspective [21,22].…”

Section: Sustainable Business Modelsmentioning

confidence: 99%

Analysis of Sustainable Business Models: Exploratory Study in Two Brazilian Logistics Companies

et al. 2022

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Over the years, researchers have presented different concepts regarding business models. There is no unanimity, but there is a general agreement that a business model is the representation of how a company conducts its business. Subsequently, interest in the topic has increased and has come to be considered by companies that, driven to incorporate a positive contribution to sustainability into their values, began to face economic development that considers social and environmental aspects instead of worrying only about profit for the shareholders. The general objective of this research is to identify how the merger of two Brazilian logistics companies with different customer segments can positively contribute to the defense of sustainability, considering social and environmental aspects. As a methodology, a literature review on business models, conceptual business models, and sustainable business models was used to legitimize issues relevant to the themes. The case studies allowed for a measurement of the productivity of the areas of the chosen companies, and a survey of used business processes and technological systems, in addition to diagnosing the level of maturity of these areas. An analysis of the strengths and weaknesses in these areas, within the studied companies, resulted in a solution that allowed for the optimization of processes and savings in human and material resources, and the identification of qualitative benefits arising from mergers, improvements in productivity and services, the standardization of processes, and the implementation of innovative digital technologies.

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“…Lemus-Aguilar et al [48] identified the key factors and activities in a sustainable business model that influence firm design. Jacob and Teuteberg [49] provided the taxonomy of the design of social networking technologies in sustainable business models. Inigo et al [34] examined the capabilities related to transforming internal and external systems of activities within business model innovation.…”

Section: Why the Activity System Perspective For Sbmsmentioning

confidence: 99%

The Business Model in Sustainability Transitions: A Conceptualization

et al. 2021

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Business models direct a firm’s activity to move in coherence with the objectives of the business. Current literature suggests business models can act as vital forces to facilitate sustainability transitions and highlights the urgent research call to understand the role of business model innovations in stimulating sustainability transitions. This paper addresses this research need by investigating how firms create business model innovations for system-level transformation towards sustainability. Through a systematic literature review and deductive content analysis methodology, we identify and categorize different combinations of innovative activities in a firm’s business model. Furthermore, two cases are illustrated to demonstrate the proposed conceptual model. The proposed conceptualization bridges a significant gap in the theme of sustainability and business and presents a defensible and researchable problem for transitions literature. Specifically, we find (1) shared vision and strategic dialogues among firms in different sectors as essential to develop value propositions and leverage business opportunities for sustainability in the long run; (2) companies ensure sustainable value creation and value delivery in the medium term through creation of an interdependent network of the green supply chain and collaboration with stakeholders; (3) in the short term, companies adopt sustainable practices, controlling daily operations, conducting awareness campaigns and experimenting with collaborations to deliver values based on sustainable practices.

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Towards a Taxonomy for Design Options of Social Networking Technologies in Sustainable Business Models

Cited by 7 publications

References 73 publications

Design Options for Sustainable and Open Business Models: A Taxonomy-Based Analysis

Design Options for Sustainable and Open Business Models: A Taxonomy-Based Analysis

Analysis of Sustainable Business Models: Exploratory Study in Two Brazilian Logistics Companies

The Business Model in Sustainability Transitions: A Conceptualization

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