Conceptualizing a “Sustainability Business Model”

Stubbs, Wendy; Cocklin, Chris

doi:10.1177/1086026608318042

Cited by 1,115 publications

(1,115 citation statements)

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“…Researchers and practitioners are therefore increasingly exploring how completely new business models can help maintain or even increase economic prosperity by either radically reducing negative or creating positive external effects for the natural environment and society e.g. (Boons and Lüdeke-Freund 2013;Hansen et al 2009;Schaltegger et al 2012;Stubbs and Cocklin 2008). This perspective does not only cover existing organisations and how their business models are transformed (e.g.…”

Section: Sustainable Business Modelsmentioning

confidence: 99%

Sustainable Value Creation—From Concept Towards Implementation

Evans

Fernando

Yang

2017

Sustainable Production, Life Cycle Engineering and Management

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Sustainability is crucial to create long-term high value in manufacturing system. Sustainable value creation requires systems thinking in order to maximise total value captured. There is a need to better understand how companies can improve sustainable value creation. Few tools or structured approaches to thinking about sustainable value are available. This chapter seeks to provide understanding of key concepts for and tools that aid practitioners in sustainable value creation in manufacturing. The chapter also provides case studies on how the tools have helped companies improve sustainability.

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Section: Sustainable Business Modelsmentioning

confidence: 99%

Sustainable Value Creation—From Concept Towards Implementation

Evans

Fernando

Yang

2017

Sustainable Production, Life Cycle Engineering and Management

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“…Hence, the SBSC is generally not a tool to trigger radical corporate transformation but, if that is the strategy, it could serve as a method to help implement aspects of transformation. Many other approaches are much better suited to analyse and initiate radical change in companies (see Table 1), such as business model innovations for sustainability (Schaltegger et al 2016a;b;Boons and Lüdeke-Freund 2013;Stubbs and Cocklin 2008), sustainable entrepreneurship (e.g. Hockerts and Wüstenhagen 2010;Schaltegger and Wagner 2011), and sustainability-oriented innovation (Hansen et al 2009;Hall 2002;Adams et al 2012;Paech 2007).…”

Section: The Sbsc As a Tool For Radical Change Towards Sustainability?mentioning

confidence: 99%

Sustainability Balanced Scorecards and their Architectures: Irrelevant or Misunderstood?

Hansen

Schaltegger

2017

J Bus Ethics

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In a recent systematic review of the Sustainability Balanced Scorecard (SBSC) literature in this journal, we developed a typology of architectures as a basis for the process of SBSC design, implementation, use, and evolution. This paper addresses a comment by designed to stimulate further research. We argue that the existing literature demonstrates that the SBSC management tool can play an important role in corporate sustainability. The SBSC architectures-as representations of goals and priorities-form an integral and iterative part of the corporate sustainability strategy-making process and therefore cannot be isolated from it. However, the concept as such should not be overloaded (e.g. as a tool for radical change). In this paper, we first reflect on the potentials and constraints of the SBSC in relation to (1) radical or transformational change and (2) measuring performance outcomes on the level of humanearth systems. Second, we discuss the importance of SBSC architecture concerning (1) how it enables the integration of sustainability into business organisations; (2) how both strictly hierarchical cause-and-effect chains and less hierarchical designs can allow companies to seek inclusive profits; and (3) the contingency-based use of generic architectures (i.e. using the sustainability strategy and value system to determine a fitting architecture) in contrast to its use as a diagnostic tool (i.e. the architecture revealing the sustainability strategy and value system).

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“…In light of this, a great variety of business models became 'ICTenabled', since, after all, ICT provides organization with new channels for interacting (Wu, Guo, & Shi, 2013). Besides, there is yet a case to be made for sustainable business models (Stubbs & Cocklin, 2008), since sustainable business models are the ones interacting with and augmenting company's resources, partnerships and relations with customers (Matos & Silvestre, 2013).…”

Section: Literature Reviewmentioning

confidence: 99%