Building Resilience: A Self-sustainable Community Approach to the Triple Bottom Line

Linking Sustainable Business Models to Socio-Ecological Resilience Through Cross-Sector Partnerships: A Complex Adaptive Systems View

“…We reinforce the idea that sustainable business initiatives should be assessed in terms of their impact on the level of socio-ecological systems instead of the level of the organization only (Hahn et al, 2015; Williams et al, 2021). Although extant studies argue that sustainable business models’ purpose is to create social and environmental value (Aguiñaga et al, 2018; Bocken et al, 2015; Boons et al, 2013), such value often boils down to improvements in organizations’ social and environmental performance. We argue that support for socio-ecological resilience is a more adequate outcome measure because it better aligns the promise of sustainable business models’ contribution to addressing socio-ecological problems and their actual impact.…”

Governing Collaborative Value Creation in the Context of Grand Challenges: A Case Study of a Cross-Sectoral Collaboration in the Textile Industry

“…This is an evolving, unfolding process (Langley et al, 2013; Tsoukas & Chia, 2002) which is well suited to qualitative methods that allow for close observations of the phenomenon and foster “new ways of seeing” (Bansal et al, 2018, p. 1189). As engaged scholars, we deepened our understanding of complex problems and evaluated the “veracity of existing theories” in the situational context (Aguiñaga et al, 2018; Crane et al, 2017, p. 15). All participants in the case study played a role in the creation of relevant and useful knowledge for theory and practice (Van de Ven, 2007).…”

Toward Collaborative Cross-Sector Business Models for Sustainability

“…Therefore, business model thinking gradually evolved into a broader The need to better integrate sustainability into mainstream business model thinking has led to the formulation of alternatives, including triple bottom line business models (Joyce & Paquin, 2016), green business models (Bisgaard, Henriksen, & Bjerre, 2012), social business models (Yunus, Moingeon, & Lehmann-Ortega, 2010), shared value business models (Lüdeke-Freund, Massa, Bocken, Brent, & Musango, 2016), and flourishing business models (Upward & Jones, 2016). There is a growing literature on closed-loop and circular business models which break with the linear take-make-dispose logic of conventional business models by looking at value creation, value delivery, and value capture throughout the product lifecycle and the stakeholders involved in these activities (Aguiñaga, Henriques, Scheel, & Scheel, 2018;Kortmann & Piller, 2016;Linder & Williander, 2017;Pedersen, Earley & Andersen, 2019;Stål & Corvellec, 2018). Sustainable alternatives to conventional business models adopt a more holistic perspective of business, which broaden the understanding of stakeholders and value creation (economic, social, and environmental) (Bocken, Rana, & Short, 2015;Lüdeke-Freund et al, 2018;Pedersen et al, 2018;Schaltegger et al, 2016).…”

“…The need to better integrate sustainability into mainstream business model thinking has led to the formulation of alternatives, including triple bottom line business models (Joyce & Paquin, 2016), green business models (Bisgaard et al, 2012), social business models (Yunus et al, 2010), shared value business models (Lüdeke-Freund et al, 2016), and flourishing business models (Upward & Jones, 2016). There is a growing literature on closed-loop and circular business models that break with the linear take–make–dispose logic of conventional business models by looking at value creation, value delivery, and value capture throughout the product life cycle and the stakeholders involved in these activities (Aguiñaga et al, 2018; Kortmann & Piller, 2016; Linder & Williander, 2017; Pedersen et al, 2019; Stål & Corvellec, 2018).…”

“…For instance, it is hard to imagine circular business models without an element of collaboration, where stakeholders can sometimes play multiple roles (Gassmann et al, 2014; Geissdoerfer et al, 2018; Pedersen & Netter, 2015). Whether circularity is about making better use of materials, increasing the functional life of products, or stimulating smarter consumption and manufacturing practices, the development of business models around these ideas will often require collaboration between various stakeholders (material suppliers, recycling organization, public bodies, communities and so on, for example, Aguiñaga et al, 2018; Kirchherr et al, 2018; Lüdeke-Freund et al, 2019). The same should hold for further trends in reorganizing business and other social activities that we are currently witnessing (sharing platforms, moving from physical products to digital services, the impact of global developments such as urbanization on local communities, etc.).…”