A system dynamics sustainable business model for Petroleos Mexicanos (Pemex): case based on the Global Reporting Initiative

Sustainable Business Models through the Lens of Organizational Design: A Systematic Literature Review

“…First, the original intended meaning of people in the Star Model will be discussed and understood as an internal feature of the company, related mainly to the topics of leadership and the motivation of employees, among others, which is accounted for in five papers. In this vein, Borland [45] paid particular attention to the importance of strong leadership for sustainability implementation, which aligns with the conclusions of Duran-Encalada and Paucar-Cáceres [53], who First, the original intended meaning of people in the Star Model will be discussed and understood as an internal feature of the company, related mainly to the topics of leadership and the motivation of employees, among others, which is accounted for in five papers. In this vein, Borland [45] paid particular attention to the importance of strong leadership for sustainability implementation, which aligns with the conclusions of Duran-Encalada and Paucar-Cáceres [53], who viewed leadership as one of the relevant indicators of the quality of human factor in the company.…”

“…In this vein, Borland [45] paid particular attention to the importance of strong leadership for sustainability implementation, which aligns with the conclusions of Duran-Encalada and Paucar-Cáceres [53], who First, the original intended meaning of people in the Star Model will be discussed and understood as an internal feature of the company, related mainly to the topics of leadership and the motivation of employees, among others, which is accounted for in five papers. In this vein, Borland [45] paid particular attention to the importance of strong leadership for sustainability implementation, which aligns with the conclusions of Duran-Encalada and Paucar-Cáceres [53], who viewed leadership as one of the relevant indicators of the quality of human factor in the company. On the other hand, the technical skills inherent to the business archetypes proposed by Bocken, Short, Rana and Evans [14] are highlighted, similar to how Nidumolu et al [47] emphasized human capital.…”

“…Other authors identified implementation measures that can be generalized, based on the reports produced by Global Reporting Initiative [53], in a product-service system [54], in hybrid organizations [55], along the life cycle of the company [56], or for the circular economy [17,57,58].…”

“…Finally, in three of the papers in the sample externalities are argued to affect stakeholders (other than companies' suppliers and clients). On one hand, Duran-Encalada and Paucar-Cáceres [53] mentioned stakeholder motivation as a key success factor for the implementation of sustainable practices. On the other hand, the value mapping tool presented by Bocken, Rana and Short [43] seeks to include the remaining stakeholders under the value generation concept.…”

Business Model Innovation for Sustainability: Towards a Unified Perspective for Creation of Sustainable Business Models

“…As a business model will ultimately be the mediator between various actors in a real‐world value network, the simulation environment for business model innovation must reflect human behaviour and decision making. Increasingly, researchers and practitioners are adopting and validating the use of behavioural models such as system dynamics (Duran‐Encalada and Paucar‐Caceres, ; Kampmann and Sterman, ; Abdelkafi and Täuscher, ) and agent‐based models (Bonabeau, ; Zhang and Zhang, ; Vanhaverbeke and Macharis, ) to simulate business model innovation and other business‐related activities. The range of examples in the literature suggests the validity of pursuing a behavioural model, with its ability to methodically address complexity and to enable firms to experiment with SBMs, as the experimentation method of simulation involves less cost and risk.…”