Journal
ORGANIZATION & ENVIRONMENT
Volume 29, Issue 1, Pages 11-35Publisher
SAGE PUBLICATIONS INC
DOI: 10.1177/1086026615595084
Keywords
business models for sustainability; multiple case studies; transformation processes
Categories
Funding
- Dutch Ministry of Economic Affairs
- NWO
Ask authors/readers for more resources
Scholars increasingly recognise that business contributions to sustainable development are founded in new business models. However, most research in this field remains conceptual and offers a rather static view of a complex and dynamic reality. This article contributes to understanding how new business models for sustainability are fashioned through the interactions between individuals and groups inside and outside companies. Based on two case studies, our findings show that three elements contributed to the path of transformation toward business models for sustainability: building networks and collaborative practices for learning and action around a new vision, the deployment of new concepts drawn from outside the company, and elaborating an implementation structure within a reconfigured network. Our findings reveal the complexity of the process, which went through four subprocesses: identifying, translating, embedding, and sharing. Our results also highlight the importance of considering value destruction as well as new ways to create and capture value.
Authors
I am an author on this paper
Click your name to claim this paper and add it to your profile.
Reviews
Recommended
No Data Available