Overcoming the Barriers of Sustainable Business Model Innovations by Integrating Open Innovation

Asswad, Jad; Hake, Georg; Gómez, Jorge Marx

doi:10.1007/978-3-319-39426-8_24

Cited by 10 publications

(15 citation statements)

References 20 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…The importance of the external environment is emphasised in previous research that highlights the ability of the wider innovation system as well as open innovation approaches to aid BMfS innovation and overcome the barriers it can face (Asswad et al, 2016;Laukkanen and Patala, 2014). Our contribution is to highlight a range of critical success factors that are focused to a greater extent on internal processes.…”

Section: Critical Success Factors: Comparisons With Previous Literaturementioning

confidence: 99%

“…Managers should also remember not to alter business model aspects in isolation, and to consider the business model as a whole when innovating (Long et al, 2017). The role of partners and other actors in the wider innovation system should also be recognised and leveraged where possible (Asswad et al, 2016;Laukkanen and Patala, 2014).…”

Section: Implications For Businessmentioning

confidence: 99%

“…Business model innovation differs from product or process innovation in that it involves changes to the foundational values and approaches of a firm, and is often radical and transformative with profound implications. The development of BMfS is subject to a range of barriers, including poor economic incentives, no legislative pressure or a lack of consumer acceptance (Asswad et al, 2016;Laukkanen and Patala, 2014). While these studies identify remedial actions, they do so within the contexts of open innovation (Asswad et al, 2016) or in terms of the wider innovation system (Laukkanen and Patala, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…The development of BMfS is subject to a range of barriers, including poor economic incentives, no legislative pressure or a lack of consumer acceptance (Asswad et al, 2016;Laukkanen and Patala, 2014). While these studies identify remedial actions, they do so within the contexts of open innovation (Asswad et al, 2016) or in terms of the wider innovation system (Laukkanen and Patala, 2014). These approaches focus on the external environment of the firm, potentially missing important internal factors.…”

Section: Introductionmentioning

confidence: 99%

“…As such, we provide an initial assessment of critical success factors for the creation of BMfS. We focus our approach on the internal processes and factors associated with business model innovation with the use of management focused concepts, rather than from an innovation systems approach and in terms of open innovation, as with previous research (Asswad et al, 2016;Laukkanen and Patala, 2014). Our approach provides more focused perspective compared to research that explores the development of corporate sustainability (Lozano, 2013), but a more widely applicable contribution than that found for business models for sufficiency (Bocken and Short, 2016).…”

Section: Introductionmentioning

confidence: 99%

See 4 more Smart Citations

Critical success factors for the transition to business models for sustainability in the food and beverage industry in the Netherlands

Long

Looijen

Blok

2018

Journal of Cleaner Production

119

118

View full text Add to dashboard Cite

Businesses will play a key role in helping the transition towards greater sustainability. To maximise business sustainability performance, sustainability characteristics must be integrated at the business model level, creating business models for sustainability. Creating a business model for sustainability, or transitioning from a traditional business model, is likely to be a complicated and challenging process. Previous research has identified a range of barriers, such as low financial report or little legislative support. The aim of this research is to explore and identify critical success factors and barriers for the transition from traditional business models to business models for sustainability. Previous research provides indications as to the barriers faced when attempting to develop BMfS, but does so using conceptual lenses that emphasise external influences and factors. We seek to explore the process of business model innovation for sustainability from a perspective that pays greater attention to internal processes and from a management perspective, building on concepts of organisational change management. The research focuses on start-ups and small and medium-sized enterprises (SME's) in the Dutch Food and Beverages Industry. This is an interesting empirical context, as this sector is a dynamic, economically significant in the Netherlands, and is under pressure to improve its environmental performance. Data is collected from 14 cases, using semi-structured interviews, and is then analysed to identify a range of critical success factors and barriers. We find that collaboration, a clear narrative and vision, continual innovation, a sustainable foundation, profitability, and serendipitous external events are all critical success factors for the transition to business models for sustainability. Barriers include external events, principle-agent problems as well as a lack of support from wider actors and systems. The results highlight that businesses wishing to develop a business model for sustainability must make sustainability the key principle upon which the firm is founded. Continual development and improvement is required in addition to the support of a range of different actor's external to the firm, such as suppliers, customers, and government.

show abstract

Section: Critical Success Factors: Comparisons With Previous Literaturementioning

confidence: 99%

Section: Implications For Businessmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

Critical success factors for the transition to business models for sustainability in the food and beverage industry in the Netherlands

Long

Looijen

Blok

2018

Journal of Cleaner Production

119

118

View full text Add to dashboard Cite

show abstract

Integrative Sustainable Intelligence: A holistic model to integrate corporate sustainability strategies

Silvestre

Fonseca

2020

Corp Soc Responsibility Env

View full text Add to dashboard Cite

Organizations have been showing a growing awareness regarding the importance of corporate sustainability. However, the integration of sustainability concerns in companies' long‐term planning, strategic management, processes, and activities is still challenging, disconnected, and often conducted in isolation. Based on a qualitative exploratory research combining different perspectives found in the literature, the present research presents a theoretical framework that is expected to enhance the adequate development and management of organizational sustainability‐oriented practices — the Integrative Sustainable Intelligence model. This model provides organizational managers with a structured framework to adequately understand, select, implement and assess sustainability promoting actions, based on the development of structural and systematic disruptive tools and involving the exchange of collaborative ideas between organizational stakeholders. The adoption of the Integrative Sustainable Intelligence model is expected to foster change processes and innovations in the search for solutions for sustainability‐oriented business models.

show abstract

The path towards sustainability: The role of internal stakeholders and management accounting in a dialogic perspective

Broccardo,

Mauro

2023

Corp Soc Responsibility Env

View full text Add to dashboard Cite

This research investigates the conditions under which an international organisation has adopted a successful approach to sustainability, focusing on the engagement (and perceptions) of internal actors at the operational level and on the management accounting tools that enhance and support a dialogic approach to sustainability. This study is based on an in‐depth analysis of CNH Industrial, a leading company in sustainability commitment. Data were collected through document analysis and in‐depth semi‐structured interviews with operational managers, thus using primary and secondary data. The study reveals how the internal stakeholders' dialogue is conducted and how stakeholders' engagement is built while implementing a strategy based on sustainability, highlighting the circular top‐down and bottom‐up attitude, based on a ‘convergence approach’. In this context, management accounting systems act as dialogic accounting tools. The research pays attention to internal stakeholders, analysing the creation of dialogue even through management accounting tools, which paves the way to new sustainable opportunities with a convergence approach, and drawing a picture of the relevant factors in the path to sustainability.

show abstract

Overcoming the Barriers of Sustainable Business Model Innovations by Integrating Open Innovation

Cited by 10 publications

References 20 publications

Critical success factors for the transition to business models for sustainability in the food and beverage industry in the Netherlands

Critical success factors for the transition to business models for sustainability in the food and beverage industry in the Netherlands

Integrative Sustainable Intelligence: A holistic model to integrate corporate sustainability strategies

The path towards sustainability: The role of internal stakeholders and management accounting in a dialogic perspective

Contact Info

Product

Resources

About