Behind the curtain of sustainable business models: the role of firm’s strategic agility in value creation

Abstract

PurposeThis paper aims to identify the archetypes of business models and illustrate how firms create, deliver and capture value by juxtaposing the firm’s aspired value emphasis with its strategic agility.Design/methodology/approachThe two-by-two matrix is constructed based on an analysis of existing literature and conceptual development.FindingsWe advance a conceptualization of strategic agility to emphasize speed and flexibility as the main drivers, along with attention toward stakeholder expectations. Additionally, we unveil four different archetypes of business models based on the firm’s aspired value emphasis (economic vs plus social/environmental) and the type of strategic agility (defensive vs proactive).Research limitations/implicationsStudies that empirically corroborate the proposed conceptualization of strategic agility are needed. In addition, empirical investigations on the evolutionary paths underlying the development of firms’ business models are requested.Practical implicationsManagers learn about aspects and actions that they should pursue to shift from one business model archetype to another.Originality/valueWe identify the features – in terms of focus on all the components of the triple bottom line (or not) and in terms of strategic agility – that firms need to face or even anticipate environmental and social transformation.

Business models for value creation

“…Based on their review of the literature, Mina’ and Michelini (2024) propose four different business models. The suggested matrix incorporates economic or economic plus social and environmental as the company’s aspired value emphasis.…”