Social Value Creation in Institutional Voids: A Business Model Perspective

Lashitew, Addisu A.; Tulder, Rob van; Muche, Lukas

doi:10.1177/0007650320982283

Cited by 23 publications

(26 citation statements)

References 63 publications

(144 reference statements)

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“…This article addresses these limitations and offers such a lens by combining outcomes, impacts and value in one framework. To enable an understanding of how these different effects are created, it is particularly useful to see business models as systems of activities (Dembek & York, 2020; Lashitew et al, 2020; Zott & Amit, 2010).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

“…We start with a review of the literature focusing on organisational activities, the concept of value in the context of business models and the concepts of outcomes and impact. We then build on this theorising and on recent studies by Dembek and York (2020), Freudenreich et al (2020) and Lashitew et al (2020) to connect these elements into a new theory‐based framework. We use the example of TOMS recent business model change to show how the framework can be used and what it can reveal.…”

Section: Introductionmentioning

confidence: 99%

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Untangling business model outcomes, impacts and value

et al. 2022

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Value is a key concept in the business model literature. Yet business models are not only about value and how it is created. They are also key to understanding how organisations create outcomes for stakeholders and impact the natural environment and society. So far, however, business model studies have paid little attention to the conceptual differences and particularities of outcomes, impacts and value. This prevailing vagueness is critical. Lacking an understanding of how organisations create outcomes and impacts while aiming to create value with and for their stakeholders can harm both communities and the organisations involved, despite their best intentions.Hence, this article clarifies the differences between business model outcomes, impacts and value and offers an activity system theory-based framework to map and analyse business models. Using the example of TOMS, this article shows how changes in a business model's activity system influence the outcomes, impacts and value it creates. Finally, we argue that a stakeholder perspective is necessary but insufficient to understand the system-level impacts of business models and that it needs to be complemented with a systems theory lens.

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Section: Theoretical Backgroundmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Untangling business model outcomes, impacts and value

et al. 2022

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“…Value capture, the third element of business models for sustainability, refers to aspects of the business model related to the capture of economic, environmental and social value by different stakeholders (Lashitew, van Tulder & Muche, 2020) and tends to consider the financial flow captured by the organization (Richardson, 2008). In general, the ultimate goal of value appropriation is to maximize shareholder value through decisions related to pricing, customer acquisition, market development and cost management, among others (Lashitew et al , 2020). However, the value captured by stakeholders tends to be often intangible.…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Challenges of business models for sustainability in startups

NUNES

Morioka

Bolis

2022

RAUSP

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Purpose This study aims to analyze the challenges startups face in implementing business models for sustainability. In particular, the research question of this study is: How do the challenges faced by startups affect business models for sustainability in the context of an emerging country? Design/methodology/approach Startups are increasingly incorporating ways to thrive in a competitive environment with innovative sustainable business models, a key factor for competitive advantage and corporate sustainability. This paper analyses startups’ challenges in adopting business models for sustainability through a case study in two startups, using the sustainable value exchange matrix (SVEM) tool through workshops, to carry out the diagnosis of these challenges. Findings The barriers and challenges of business models for sustainability in startups were found in different categories, where the main barriers are linked to the institutional category, the organizational and the market and sales culture. Thus, the authors concluded that there is a need to reformulate public policies and to have greater participation of the actors involved. Research limitations/implications The main limitation of the research is the number of case studies (only two), which makes it difficult to generalize the results. Practical implications The research presents two major contributions. First, through the case studies, it is possible to verify that the barriers and challenges in business models for sustainability have relevance for startups. The second contribution is the adaptation of SVEM in conducting the debate by incorporating the barriers and challenges in value creation and delivery system. Social implications This study contributes to the business models for sustainability literature to better understand the challenges startups face in practice and can serve as insights to help overcome them. As this is an empirical study, the information gathered can help create metrics and public policies to achieve the United Nations sustainable development goals. Originality/value The present research has as originality the analysis of the challenges in startups in implementing business models for sustainability and their relationships with the value proposition, capture and creation, as well as and delivery (adapted to the challenges found in the literature) applying the SVEM tool proposed by Morioka et al. (2018).

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“…The first article is co-authored by Lashitew et al (2022) who discuss “Social Value Creation in Institutional Voids: A Business Model Perspective.” This article adopts a business model view to propose a framework that explains how various stakeholders collaborate with BOP business in the process of value creation, based on the case of the Kenyan mobile money system M-Pesa. Following 32 interviews and a careful review of secondary data sources.…”

Section: Article Published In This Special Issuementioning

confidence: 99%

“…1 We expect that a joint effort of all those parties would indeed be instrumental to generating solid BOP strategies (Kolk et al, 2014). Although partnerships, networks, and ecosystems seem to be the natural solution at the BOP, only the article of Lashitew and colleagues (2022) in this special issue (partially) addresses this topic. At the conceptual level, cooperation among various actors in BOP environments is nothing new.…”

Section: Final Remarksmentioning

confidence: 99%

New Perspectives on Base of the Pyramid Strategies

et al. 2022

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The early literature on base of the pyramid (BOP) strategies argued that multinational enterprises can contribute significantly to poverty alleviation of the poorest population in the world. An emergent perspective suggests that the solution to poverty lies within the BOP itself. Here, entrepreneurship within the BOP population is seen as the more credible solution to poverty. In this Special Issue introduction, we briefly present how the literature has further shifted the discussion of BOP strategies toward issues such as innovation, networks, business models, and sustainability at the BOP. This analysis signals a gap in our knowledge related to the success factors in business models of BOP entrepreneurs, with attention to economic, social, and environmental impacts. We present the five articles accepted for publication in this Special Issue, of which three contribute to our knowledge of BOP business models and two to our knowledge of sustainability at the BOP. In conclusion, we propose several avenues for future research.

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Social Value Creation in Institutional Voids: A Business Model Perspective

Cited by 23 publications

References 63 publications

Untangling business model outcomes, impacts and value

Untangling business model outcomes, impacts and value

Challenges of business models for sustainability in startups

New Perspectives on Base of the Pyramid Strategies

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