To achieve sustainability, a firm has to transform its entire business logic. A business model for sustainability (BMfS) aims at creating value for various stakeholders and the natural environment. This article advances the current understanding of the basic functioning of BMfS by applying a systems perspective. Our BMfS understanding incorporates the natural environment as an essential element, but does not deal with sustainability from a broad perspective. The core logic of a BMfS is built upon the creation of a reinforcing feedback loop between the created value to the customers, the value captured by the firm, and the value to the natural environment. Consequently, we develop a graphical model based on system dynamics notation. First, we conceptualize the basic feedback loops. Then, we propose partial models for the firm, natural environment, entrepreneur/manager, and customer, and then integrate these partial models within a systemic, multilevel model. Finally, we generate propositions that combine insights from the model and extant literature.

The paper aims to generate systematically business model innovations in the field of electric mobility. It introduces a new framework, in which a business model denotes a value-focused concept with five value dimensions: value proposition, value communication, value creation, value delivery and value capture. The framework enables the classification of business model patterns, identified in the literature, according to five categories. The combination of patterns from different dimensions can lead to the systematic generation of business model innovations. But the number of business models that can result from pattern combinations can be overwhelming. Subsequently, the paper only evaluates the extent to which business model patterns that are not necessarily observed in the automotive sector can be useful for the field of electric mobility, and how they can be adapted to fit into the new context. We find that the transferability strongly depends on the actor's role in the system, if it is a manufacturer, supplier or service provider. More importantly, our analysis shows that some models such as product-to-service (e.g., car sharing service), already implemented in the automotive industry, will continue to be successful in the future because of their potential of increasing customer acceptance and technology diffusion. Many other business models — so far used in other sectors, but not in the automotive industry — may integrate the field of electric mobility. Razor and blades, own the undesirable concept, and leverage new influencers are all promising business models, if they can be fitted adequately to the new context induced by the new technology.

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Managers involved in business model innovation (BMI) encounter a series of cognitive challenges. Although cognition research provides important insights into how visual tools can reduce cognitive challenges, it does not address the effective design of business model tools. To advance our understanding in this area, this research applies a cognition-centered perspective to analyze different visual business model representations. It builds upon a systematic literature review that identifies a selection of 45 visual representations from the academic literature and a sample of 50 visualizations from outside the academic realm. A content analysis of the sample reveals that all visual business model representations can be classified into three complementary categories, leading to a novel framework for distinguishing business model understandings. After assigning each visual representation to the framework, we use findings from the cognition literature to derive recommendations on how to select suitable graphic forms for different phases of the BMI process. Thus, this research contributes to the broader understanding of how visual tools can support business model innovation at a cognitive level.