دانلود رایگان مقاله مدل کسب و کار پایدار به عنوان سیستم های مرزگستری از انتقال ارزش

abstract

Sustainable innovation requires collaboration across organizational boundaries, hence in this research, we take a boundary-spanning perspective on the business model. This perspective focuses on how value is created and captured across organizational boundaries, by investigating the value transfers between the focal organization and the external network of business model actors. We analyze the business models of 64 innovative sustainable organizations from The Netherlands in terms of how environmental and social sustainability is manifested in the content, structure, and governance of their business models. We find that environmental sustainability is mainly represented in value creation content, whereas social sustainability is achieved by serving underprivileged user groups and mainly is reflected in value capture content. We observe that social sustainability in both for-profit and non-profit organizations is often achieved by having an imbalance in value exchanges that is compensated elsewhere in the business model. In terms of business model structure we show that sustainable organizations use the same underlying business model structures as can be found in conventional firms. All in all, we demonstrate that analyzing the environmental and social sustainability of organizations using the boundary-spanning perspective on business models provides complementary insights to the traditional component-based view of the business model.

5. Discussion and conclusions

Prior research on the BMs of sustainable organizations has focused on identifying various sustainability archetypes (Bocken et al., 2014; Bohnsack et al., 2014; Rosca et al., 2016). In this study, we explore the variations in environmental and social sustainability within BMs by applying a boundary-spanning perspective on the BM and using the corresponding BM content, structure, and governance properties to map the BMs of 64 innovative sustainable organizations (Amit and Zott, 2001; Zott et al., 2011). This perspective allowed us to complement previous studies on sustainability archetypes by demonstrating that there is substantial heterogeneity in how exactly the value transfers between the focal organization and the other actors are structured in different sustainability-oriented BMs. Such value transfers are not necessarily symmetric, i.e. a bi-directional exchange is not always taking place. As such, this study makes five key contributions. First, our inductive coding resulted in five generic BM structures that, alone or in combination, are used by sustainable organizations. All of these five BM structure patterns can be linked to wellknown examples of conventional firms (see Table 3). Hence, we find that the uniqueness of BMs for sustainability has been somewhat exaggerated as all of our cases can be categorized using the generic BM structure patterns. Nevertheless, further research is desirable, since our research set-up did not focus on the comparison between sustainable and conventional organizations.