Value Migration to the Sustainable Business Models of Digital Economy Companies on the Capital Market

Jabłoński, Marek

doi:10.3390/su10093113

Cited by 38 publications

(36 citation statements)

References 48 publications

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“…To identify relevant articles and to build on (rather than replicate) the findings of a number of recent systematic review articles, we also required that the topic of business model innovation, digitization, and sustainability be dealt with in an essential way. This literature search generated articles on a research agenda for the circular economy and Industry 4.0 [40], sustainable business model archetypes [42,58], and canvas [27] or other conceptualizations-such as sufficiency-based business models [59], value migration [60], e-leadership in SMEs [61], success factors of peer-to-peer goods-sharing platforms [62], and a framework for analyzing the strategic potential of digitization in business model development, based on case-study evidence [63].…”

Section: Methodsmentioning

confidence: 99%

“…Some argue that digital technologies have already created a virtual and autonomous economy that provides external intelligence in business [95]. Access to large datasets often determines market valuations of corporations [60]. However, algorithms need to be carefully checked for potential bias, as sadly shown by the case of a risk-assessment software, which made false predictions about black and white defendants [96].…”

Section: Optimization Technologiesmentioning

confidence: 99%

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Transformative Sustainable Business Models in the Light of the Digital Imperative—A Global Business Economics Perspective

Brenner¹

2018

Sustainability

104

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The considerable body of literature on business models, business model innovation, and sustainable business models has yet to fully account for the impact of external dynamics—including the digital imperative—on generating sustainable value propositions. To address this issue, we developed a multifaceted framework of transformative sustainable business models, spanning three levels: the external environment, the organization, and the individual. We drew on the resource-based view and the literature on digitization to explain how organizations can capitalize on dynamic transformative capabilities to generate novel value propositions, based on both reconstructionist logic and shared-value logic. These include elements such as co-creation, usage-based pricing, agility, closed-loop processes, asset sharing, and collaborative business ecosystems.

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Section: Methodsmentioning

confidence: 99%

Section: Optimization Technologiesmentioning

confidence: 99%

Transformative Sustainable Business Models in the Light of the Digital Imperative—A Global Business Economics Perspective

Brenner¹

2018

Sustainability

104

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“…It is their continuous effort and sustainable job performance that contribute to company performance and thus drive business success. Based on a study of digital economy companies, Jabłoński observed that managers can be inspired to consider sustainability-related factors in their projects [78]. Managers in young firms should find ways to enhance workers' sustainable job performance by helping workers realize how their work contributes towards company's sustainability goals and find meaning in their work.…”

Section: Managerial Implicationsmentioning

confidence: 99%

Mutual Support, Role Breadth Self-Efficacy, and Sustainable Job Performance of Workers in Young Firms

Cheah

2019

Sustainability

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Coworking space has flourished in the past decade. Unlike traditional shared services organizations, coworking spaces put a much greater emphasis on ‘sharing’. Members not only can share the physical office space, but also the virtual social spaces created by the coworking space operators managing the office. As coworking spaces provide a community to foster the culture of sharing, which gives rise to social interactions and thus knowledge and idea exchange, entrepreneurs favor such coworking spaces to achieve a higher level of job performance among their workers. Although it is generally accepted that a worker’s job performance varies over time within a job, there have been limited studies on within-person performance sustainability and its comparison with between-person sustainability. We sampled 101 workers of young firms operating in six coworking spaces in Singapore who completed daily surveys twice a day across ten consecutive workdays. By treating participants as the first level and daily observations as the second level, our study develops a dual-path model to explain how daily mutual support influences daily job performance. Our results indicated that daily mutual support is positively related to sustainable job performance after controlling for sleep quality, job requirements and workload stress. Within-person sustainability in mutual support was found to account for part of within-person variance in job performance. We established that mutual support not only predicts job performance, but also varies across workdays. As the collaboration of team members depends on cooperation rather than competition, mutual support is considered essential for team work and thus employees’ job performance. Our study also demonstrated the importance of role breadth self-efficacy as a moderator in the link between mutual support and sustainable job performance. Role breadth self-efficacy refers to the extent to which people feel confident that they are able to carry out a broader and more proactive role, beyond traditional prescribed technical requirements. The results revealed an enhancing moderation effect, where increasing the role breath self-efficacy would enhance the effect of the mutual support predictor on sustainable job performance of workers in young firms operating in the coworking space.

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“…The annual equity returns show the stock price change and the dividend payments over the period (Aebi et al, 2012). The literature has identified that digitalization (Jabłonski, 2018), and CS (Brammer et al, 2006) as sources of equity performance. In turn, the ratio of non-interest expenses to total net income (Lin and Zhang, 2009) is a proxy of banks' efficiency, a reduction meaning an efficiency improvement.…”

Section: Dependent Variablesmentioning

confidence: 99%

The Impact of Corporate Sustainability and Digitalization on International Banks’ Performance

2020

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We analyse the implications for international banks of two contemporary megatrends: corporate sustainability (CS) and digitalization. The digital environment and the availability of massive data from customers generate asymmetric information for banks to the detriment of customers, who experience individual vulnerabilities such as privacy rights. This can hinder the positive influence of digitalization in banks' performance, with relevant managerial and political implications. In this context, the reputation generated by CS strategies can constitute a credence factor that reduces customers' fears of opportunistic behavior and information asymmetries. We test and find support for our hypothesis over a panel data of large international banks from developed countries. Our findings shed light on the mutual reinforcement of CS and digitalization strategies in enhancing banks' market performance and efficiency. Policy Implications• Our study shows that digitalization requires the complementary action of CS-based reputation to enhance banks' performance. This suggests the need for reputation building in those sectors (public and private) immersed in the digital transformation. By doing so, organizations can reduce information asymmetries for their main stakeholders. Since CS efforts exhibit an important potential for building organizational reputation, governments should stimulate the firms' CS investments.• Banks' survival against disruptive forces urges to reconsider the basis of its business model. It is not sufficient to react against digital-born companies' menace with M&A-driven strategies. For that reason, we suggest that including CS in the basis of the banking business model can contribute to achieving better market performance and efficiency and to overcoming fierce competition by new entrants.

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Value Migration to the Sustainable Business Models of Digital Economy Companies on the Capital Market

Cited by 38 publications

References 48 publications

Transformative Sustainable Business Models in the Light of the Digital Imperative—A Global Business Economics Perspective

Transformative Sustainable Business Models in the Light of the Digital Imperative—A Global Business Economics Perspective

Mutual Support, Role Breadth Self-Efficacy, and Sustainable Job Performance of Workers in Young Firms

The Impact of Corporate Sustainability and Digitalization on International Banks’ Performance

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