Sustainable value analysis tool for value creation

Yang, Miying; Vladimirova, Doroteya; Rana, Padmakshi; Evans, Stephen

doi:10.1504/ajmsa.2014.070649

Cited by 41 publications

(48 citation statements)

References 20 publications

(30 reference statements)

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“…In order to better understand the concept of value uncaptured, this paper develops the four forms of value uncaptured from previous work (Yang et al, 2014) shown in Figure 2. · Value surplus (VS) is value which exists, but is not required.…”

Section: Theoretical Framework: Value Uncaptured Perspective For Sustmentioning

confidence: 99%

Value uncaptured perspective for sustainable business model innovation

Yang

Evans

Vladimirova

et al. 2017

Journal of Cleaner Production

318

232

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Sustainability has become one of the key factors for long-term business success. Recent research and practice show that business model innovation is a promising approach for improving sustainability in manufacturing firms. To date business models have been examined mostly from the perspectives of value proposition, value capture, value creation and delivery. There is a need for a more comprehensive understanding of value in order to promote sustainability. This paper proposes value uncaptured as a new perspective for sustainable business model innovation, and develops four forms of value uncaptured: value surplus, value absence, value missed and value destroyed. This paper also proposes a framework of using value uncaptured for sustainable business model innovation. This framework has been validated in case studies in six product-service systems firms with advanced manufacturing technologies. The empirical studies identify 26 main sources of value uncaptured throughout the product life cycle. The findings show that (a) the new perspective of value uncaptured can help manufacturing firms understand the negative aspects of their business models; (b) the four forms and 26 sources can assist firms in identifying value uncaptured in a structured way; and (c) the identified value uncaptured can trigger the discovery of new value opportunities which lead to new business models with higher sustainable value. This paper extends the existing studies on business models from the perspectives of value proposition, capture, creation and delivery, to value uncaptured. The proposed framework has helped firms identify value opportunities that trigger the innovation of sustainable business models. Therefore, this paper contributes to both theory and practice in the field of sustainable business models innovation.

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Section: Theoretical Framework: Value Uncaptured Perspective For Sustmentioning

confidence: 99%

Value uncaptured perspective for sustainable business model innovation

Yang

Evans

Vladimirova

et al. 2017

Journal of Cleaner Production

318

232

View full text Add to dashboard Cite

show abstract

“…Given such a multidimensional and complex concept (Laasch, ), designing BMs in order to adequately encapsulate sustainable value becomes a major challenge (Biloslavo, Bagnoli, & Edgar, ; Hart & Milstein, ). Furthermore, extant modeling and design methods for BMs are limited and rarely geared towards sustainable value (Evans et al, ; Yang, Vladimirova, Rana, & Evans, ; Zott & Amit, ).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Dynamic business modeling for sustainability: Exploring a system dynamics perspective to develop sustainable business models

2019

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In the last decade, business models for sustainability have gained increasing attraction by corporate sustainability scholars with international conferences and scientific journals encouraging the development of the debate on their design, use and innovation processes. Capitalizing on the basic principles, requirements, and methodological limitations found in the literature on sustainability-oriented business model design, this paper aims to conceptualize a dynamic business modeling for sustainability approach, which combines an adapted sustainable business model canvas and system dynamics modeling. To this end, the paper also illustrates the key operating principles of the proposed approach through an exemplary application to Patagonia's business model. Findings suggest that dynamic business modeling for sustainability may contribute to sustainable business model research and practice by introducing a systemic design tool, which frames environmental, social, and economic drivers of value generation into a dynamic business model causal feedback structure, thus overcoming methodological gaps of the extant business model design tools. KEYWORDSbusiness model design, business models for sustainability, dynamic business modeling, sustainability, system dynamics modeling

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“…A number of firms have witnessed the potential of PSS to bring significant revenue and meanwhile reduce negative environmental impact (Baines et al 2007;Tukker 2004;Yang, Evans, et al 2017). Some researchers investigate how sustainability could be embedded into PSS development (Geum and Park 2011;Manzini and Vezzoli 2003;Yang 2015), and a number of methods and tools have been developed to assist companies develop sustainable PSS business models or increase sustainable value creation in PSS, such as (Matzen and McAloone 2006;Yang et al 2014).…”

Section: Product-service Systemsmentioning

confidence: 99%

Product-service systems business models for circular supply chains

Yang

Smart

Kumar

et al. 2018

Production Planning & Control

Self Cite

151

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Shifting supply chains from linear to closed-loop models is an important step towards circular economy. This paper investigates business model innovation for circular supply chains, and proposes that productservice systems (PSS) business models can enhance the circularity of supply chains through value creation in inner circles, circling long and cascading use circles. It adopts an exploratory case study method of a large Chinese manufacturing firm operating a traditional product-based business model and three types of PSS business models (i.e. product-, use-and result-oriented PSSs). The supply chain operations of the four distinct business models are analysed and their associated circularities are discussed. The findings show that business models akin to result-oriented PSS, have tighter and more efficient cycles of supply chain operations; which means, the repair, reuse and remanufacturing system is faster and the rate is higher. This research contributes to a better understanding of the relationship between business model innovation and supply chain circularity.

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Sustainable value analysis tool for value creation

Cited by 41 publications

References 20 publications

Value uncaptured perspective for sustainable business model innovation

Value uncaptured perspective for sustainable business model innovation

Dynamic business modeling for sustainability: Exploring a system dynamics perspective to develop sustainable business models

Product-service systems business models for circular supply chains

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