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Summary of all articles of Sustainable Entrepreneurship
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In this summary document you will find a clear summary of all compulsary reading articles for Sustainable Entrepreneurship.
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Sustainable Entrepreneurship – Kylian Walthuis – Strategic ManagementInhoud
Week 1................................................................................................................................................2
Article 1.1: Greeing Goliaths vs Emerging Davids – Hockerts & Wustenhagen (2010)....................2
Article 1.2: Review to develop sustainable business model archetypes – Bocken et al (2014).......3
Week 2................................................................................................................................................8
Article 2.1: Escaping the green prison – Pacheco, Dean & Payne (2010)........................................8
Article 2.2: The Entrepreneur-enviornment nexus - York & Venkataraman (2010)........................9
Week 3..............................................................................................................................................12
Article 3.1: Sustainable businesss model innovation – Velter et al (2020)....................................12
Article 3.2: A stakeholder theory perspective on business models – Freudenreich et al (2019). .13
Week 4..............................................................................................................................................15
Article 4.1: The social enterprise financing landscape – Lyons & Kickul (2013)............................15
Article 4.2: Exploring environmental entrepreneurship – York et al (2016).................................17
Article 4.3: Sustainability driven entrepreneurship – Parrish (2010)............................................19
Week 5..............................................................................................................................................20
Article 5.1: Conceptualizing the circular economy – Kirchherr & Reike & Hekkert (2017)............20
Article 5.2: Diversity of eco-innovations – Carrillo-Hermosilla & del Rio & Konnola (2010).........21
Article 5.3: Design for the Triple Top Line – McDonough & Brraungart (2002)............................23
Article 5.4: Towards a circular economy – MacArthur (2015)......................................................24
Week 6..............................................................................................................................................26
Article 6.1: Sustainable entrepreneurship/innovation – Schaltegger & Wagner (2011)...............26
Article 6.2: Sustainability-oriented innovation of SMEs – Klewitz & Hansen (2014).....................28
Week 7..............................................................................................................................................31
Article 7.1: Corporate Social Responsibility (CSR) and shareholder reaction – Flammer (2013)...31
Article 7.2: Expanding taxonomy of greenwashing after Volkswagen scandal – Siano et al (2017)
......................................................................................................................................................32
1
,Sustainable Entrepreneurship – Kylian Walthuis – Strategic Management
Week 1
Article 1.1: Greeing Goliaths vs Emerging Davids – Hockerts &
Wustenhagen (2010)
Davids are small companies with low market share and goliaths with higher market share.
Disruptive innovation is a radical change in innovation. Incremental is a little change.
Four types of market failure:
- While benefits of natural or social capital depletion are privatized the costs are externalized
- Natural capital is undervalued by society since we are not aware of the real cost caused
- Information assymmetry
- Firms are not perfect optimizers
Poverty premium means the premium price the lowest income population (base of piramide) needs to
pay for products.
Sustainable entrepreneurship is about a combination of economic, social and environmental value
creation.
Presence of external costs has two effects:
- Reduce the relative benefit of sustainable innovation for customers
- It is the role of government to internalize external cost through taxatoin or other economic policies
Emerging Davids display high level of environmental and/or social performance that is attractive to a
select number of consumers who are very concerned about sustainability issues.
Market incumbents tend to focus on sustainability communication and accounting systems
The contributions touching upon David/Goliath theme discuss evidence from four main substantive areas:
- Fair trade
- Organic food
- Green electricity
- Microfinance
Bioneers Bio and pioneers. They have profit motives, but more driven by a desire to achieve
environmental and social change.
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,Sustainable Entrepreneurship – Kylian Walthuis – Strategic Management
Article 1.2: Review to develop sustainable business model archetypes –
Bocken et al (2014)
Aim of archetypes is to develop a common language that can be used to accelerate the development
of sustainable business models in research and practice.
Archetypes:
- Maximize material and energy efficiency
- Create value from waste
- Substitute with renewables and natural procedures
- Deliver functionality rather than ownership
- Adopt a stewardship role
- Encourage sufficiency
- Repurpose for society/environment
- Develop scale up solutions
Features of a route to a sustainable economy:
- System that encourages minimising of consumptio or imposes personal and institutionals caps
- System designed to maximise societal and environmental benefit, rather tham prioritising
economic growth
- Closed-loop system where nothing is allowed to be wasted or discarded into environment
- System that emphasis delivery of functionality and experience rather than ownership
- System designed to provide fulfilling, rewarding work experiences for all that enhances skills
- System built on collaboration and sharing, rather than aggressive competition
Business model:
A business model is a conceptual tool to help understand how a firm doest business and can be used
for analysis, comparison and performance assessment, management communication, and innovation.
Business models are concerned with how the firm defines its competitive strategy through design of
product or service it offers to its market, how it charges for it, what it costs to produce, how it
differentiates itselfs from other firms bu the value proposition, and how the firm integrates its own
value chain with those of other firms in a value network.
Business model defined by three main elements:
- The value proposition – offer and target customer segment
- The value creation and delivery
- The value capture system – how to earn revenues from the
provision of goods, services or information to users and customers
Sustainable business model:
= business model that creates competitive advantage through superior customer value and
contributes to a sustainable development of the company and society.
Business model innovations for sustainability definition:
= innovations that create significant positive and/or significantly reduced negative impacts for the
environment and/or society, through changes in the way the organisation and its value network
create, deliver value and capturel value or change their value propositions.
3
, Sustainable Entrepreneurship – Kylian Walthuis – Strategic Management
Types of strategy business models:
- Defensive (adjustment) incremental business adjustments to protect current business models
focussing on risk and cost reduction driven by the need for compliance.
- Accomodative (improvement/integration) modifications of internal processes and include
considerations of environmental or soical objectives.
- Proactive (full integration) the redesign of core business logic of the firm for sustainable
development.
Aim of categorisation of sustainable business model archetypes:
- Provide means of categorising and explaining business model innovations
- Define generic mechanisms for actively assisting business model innovation process
- Define a clearer research agenda for business models
- Provide exemplars which explain and coomunicate business model innovations to business to de-
risk the business model innovation process
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