Emergence of green business models: The case of algae biofuel for aviation

Nair, Sujith; Paulose, Hanna

doi:10.1016/j.enpol.2013.10.034

Cited by 112 publications

(58 citation statements)

References 44 publications

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“…However, further research need to enhance the best of what Algae can make out to the aviation industries. [14] Another example of inconsistent biofuel product that has been influenced by the lack of resources is Jatropha. In order to produce Jatropha, more modernized agricultural management, better soil and a lot of water.…”

Section: Figure3: Contaminants Properties In Biofuel Test-biospkmentioning

confidence: 99%

Green Renewable Energy – Risk Need to Be Tackled in Going Green for Air Transportation

Noh¹,

Alonso²,

Rahman³

2015

AMM

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This paper will discuss on issues of using alternative fuel (bio jet fuel) for 50% mixing or replacing current Jet A/ Jet A-1 fuel in relationship towards aircraft fuel systems. Two key issues aviation biofuel; Technical Risk and Quality Risk will be evaluated. Technical risk, such as storage stability for biological growth, thermal stability in relation to fuel system components coking, the outcomes from combustion properties and material compatibility to the engine system and discussions on the level of the trace of contamination like metals or micronutrients. In quality risk, the issues need to be measured: the inconsistency of the products such as the source dependencies, robustness control and fragmented enterprise. These two issues need to be measured in order to create a clear pathway for Air Transport in sustainable manner, where further research towards reliability and sustainability for future aircraft performance and maintenance can be correlated. IntroductionAviation contributions to climate change as (IPCC 1996) represented 3.5% of the total anthropogenic RF in the year of 1992. According to [1] it will be projected to increase to 5% for a mid-range emission scenario by 2050.As the discussion on overall transportation sector, it is a crucial and growing distribution of world energy use and emissions of GHG's.[2] In 2000, top three energy use can be seen in Table 1. (IEA, 2006.) [3]

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Section: Figure3: Contaminants Properties In Biofuel Test-biospkmentioning

confidence: 99%

Green Renewable Energy – Risk Need to Be Tackled in Going Green for Air Transportation

Noh¹,

Alonso²,

Rahman³

2015

AMM

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“…Strategic agility implies a firm's capability to proactively choose among different BMs, as well as create new BMs [42]. Firms in the dynamic environment should be flexible enough to respond effectively to changes, in order to be competitive.…”

Section: External and Internal Prerequisites Of Bm Innovation For Sbmentioning

confidence: 99%

“…Managers' cognition [33,35,46,47] Leadership (e.g., healthy and effective leadership behaviors) [24,44,58] Companies' environmental knowledge and CSR programme [58] Strategic agility [42,47] Experimentation and effectuation [24] …”

Section: External Factormentioning

confidence: 99%

“…Firms change their BM to catch the new opportunities brought about by various types of green policy interventions [31]. Nair and Paulose suggested that the external factors influencing green BMs include changing markets, customers' preferences, threats from competitors, changing customer needs, social pressures, environmental issues, and economic needs such as government reforms [42]. Antikainen and Valkokari identified that the drives of BM innovation for the sustainable innovation include legislation on sustainability, consumer environment consciousness, resource scarcity, and stakeholder involvement and collaboration [43].…”

Section: External and Internal Prerequisites Of Bm Innovation For Sbmentioning

confidence: 99%

“…Technology development, the emergence of new products/service [36,37,48,49] Emergence of low-carbon or low-energy materials [50,51] Higher requirement of design for adaptability and durability [51] Changing market requirements and customer needs [37,38,42,52] Policy instruments an legislation on SB, Energy codes and standards [31,41,43,53,54] Change in the competitive landscape, threat from competitors [35,42] Increased cost and innovation pressure [35] Environmental issues and awareness [42,43] Stakeholder involvement and collaboration [40,42,55] Economic needs [36,42] Social pressure (e.g., occupant wellbeing improvement and social reputation) [42,43,56] Change of industrial network and requirement [34,57] Energy security [49] Internal factor…”

Section: External Factormentioning

confidence: 99%

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Critical Factors Influencing Business Model Innovation for Sustainable Buildings

et al. 2017

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Despite significant policy drives, the wide adoption of sustainable building (SB) is hindered by factors such as high upfront cost and long payback period. Business model (BM) innovation is therefore highly demanded to help SB professionals to cope with the challenges and convert the value of SB into profit. Nevertheless, few studies examined BM innovation in the building sector and factors influencing BM innovation for SB are unclear. This paper aims to identify the critical factors that propel companies to innovate BM for SB. First, a literature review and expert interviews were conducted to identify and filter the drivers for BM innovation within the SB context. Second, a questionnaire survey was conducted to collect data on the significance of the selected influencing factors from 132 SB professionals. Finally, a model based on fuzzy set theory was used to ascertain the critical factors influencing BM innovation for SB. Twenty-four critical influencing factors in six categories from the external environment and internal organization were finalized, namely, market and economic, policy and legislation, technology and industry structure, social-culture, entrepreneurship, and organizational learning. The findings illuminate the motivations when developing BM for sustainability and provide strategies on BM innovation for practitioners and policy makers.

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