4.6 Article

Towards Systematic Sustainable Business Model Innovation: What Can We Learn from Business Model Innovation

Journal

SUSTAINABILITY
Volume 14, Issue 5, Pages -

Publisher

MDPI
DOI: 10.3390/su14052939

Keywords

sustainable business model innovation; business model innovation; business model innovation for sustainability; bibliometric analysis; systematic literature review; dynamic capabilities; organizational design; supply networks; experimentation

Funding

  1. Proyecto VRIEA-PUCV [039.350/2021]
  2. DI Interdisciplinaria Pontificia Universidad Catolica de Valparaiso (PUCV). Valparaiso (PUCV) [039.414/2021]

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This research aims to understand how sustainable business model innovation (SBMI) can learn from business model innovation. The study includes a bibliometric analysis evaluating the relationships between business model innovation and SBMI literature, as well as a systematic literature review to create a comprehensive framework for managing SBMI. The findings highlight critical gaps in the SBMI literature and suggest possible pathways to address these gaps through lessons learned from business model innovation, ultimately contributing to future research and efforts towards sustainable development.
This research aims to understand how sustainable business model innovation (SBMI) can learn from business model innovation. For this, first, we conducted a bibliometric analysis to evaluate the relationships between business model innovation and SBMI literature. After this, we performed a systematic literature review to create a comprehensive framework for managing SBMI. The bibliometric analysis showed that the SBMI stream grew quickly and significantly in recent years, evolving into a separated new research stream, which does not leverage recent business model innovation advancements. Through the performed analyses, we were able to discuss critical gaps in the SBMI literature and shed light on possible pathways to solve these gaps through lessons learned from business model innovation. We depicted five critical gaps for managing SBMI; (1) the need to understand the sustainable business model as a wicked problem, in which SBMI leads to better than before solutions calling for systematic SBMI, (2) the poor definition of distinctive dimensions of dynamic capabilities for SBMI, (3) the lack of studies exploring the role of open innovation for improving the SBMI process, (4) the lack of tools supporting SBMI implementation and (5) the need to explore game-changing, competitive advantages of SBMI. The findings of this study contribute to guiding future research on SBMI, which can be a basis for further efforts towards sustainable development.

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