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Summary Business, Sustainability & Innovation (BSI) GEO3-2
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Samenvatting Lectures & LiteratuurLiteratuur en Lectures
Lecture 1: BSI
Businesses
Corporate sustainability
EI
Literatuur
● Busch v (nog niet af)
● Klewitz v
Lecture 2: Innovating for a Circular Economy
CE & EI
Literatuur
● Jesus v
● Hina
Lecture 3: Organisational innovations
Business Models
● Ludeke Freund v
● Bocken & Ritala v
Lecture 4: Process innovations
Value chains & value loss
Value Retention (10Rs)
● Reike et al. v
Lecture 5: Product innovations
Desigs for products
Business model strategies
● Bocken v
● Wastling
Lecture 6: Marketing innovations
Actor-Network
Marketing: STP/4Ps
Greenwashing
● Chamberlin
● Choudhury
Lecture 8: Circular economy in context
● Bauwens
● Welch
, ● Jeager-Erben
Lecture 1 - BSI (Uber case)
A business Enterprise (or company/firm) is:
a. A profit seeking organization
b. Provides goods/services designed to satisfy customers’ needs
c. Transform lower-value inputs into higher-valued outputs (value is added)
- Figure for value chain
● Primary activities (inbound logistics, operations, outbound logistics,
marketing and sales, after sales)
● Support activities (Firm infrastructure, Human resource management,
tech development, Procurement)
Value chain = it represents all the activities a company engages in while doing business
Role of business in society, two ways:
1. There is one and only one responsibility of business:
Use its resources and engage in activities designed to increase profits so long as it
stays within the rules of the game
- Friedman
2. Every business creates and some destroys value for customers, suppliers,
employees, communities and financiers. The idea that business is about max. profit
for shareholders is outdated and does not work well.
- Freeman
Shareholder (Stockholder) theory:
The only responsibility of managers is to serve in the best possible way to the interests of
the shareholders. Corporate responsibility is defined in purely economic profit making terms.
→ the Shareholders often seek profit
Stakeholder theory:
There are more parties involved besides only the stakeholders that want profit.
- Bijv. Governmental bodies, trade unions, communities, financiers, suppliers,
employees and customers (sometimes competitors are stakeholders).
,Stakeholder = all those who can affect, or are affected by, the achievement of organizational
objectives.
Actors that form the business environment:
Primary stakeholders
= have direct control over essential means of support required by the organization
Secondary stakeholders
= do not directly provide any essential means of support for the organzition of support
but still have influence
Latent stakeholders
= stakeholders that are not known to the management but do exist invisible
Overt stakeholders
= stakeholders that are known to the management (visible)
Interested parties = interested in organizational activities but no ability to take action if their
needs are not met
Stakeholders and corporate sustainability:
Threats: bijv. rejection of environmentally harmful products
Opportunities: new market opportunities, investments, etc.
Corporate sustainability - why should companies care for sustainability?
Firms are enticed to become and remain environmentally responsible if it pays to be green
The ‘business case’ for sustainability (pro’s of investing in sustainability):
Whether and how a company can actively create synergies between managing
environmental or social issues in a way that increases corporate economic performance.
1. Costs and cost reduction (savings)
2. Risk and risk reduction (improving risk management)
3. Sales and profit Margin
4. Reputation and brand value
5. Attractiveness as an employer (attracting and engaging employees/employee
motivation)
6. Innovative capabilities (fostering innovation)
Corporate sustainability = systematic management efforts by corporations to balance
environmental and social with economic goals in order to minimize harm to and increase
benefits for natural environments and societies
, Klewitz & Hansen (2014) - sustainability-oriented innovation of SMEs: a systematic
review
3 innovation types:
1. Process
Relates to the production of goods
- Eco-efficiency: less resources go to waste
2. Organizational
Reorganization of routines and structures within the firm
- new forms of management → environmental management team
3. Product
Improvements or new products or services
- Better materials, high durability, low energy consumption
Process innovations = cleaner production, eco-efficiency
Organizational innovations = environmental/social management systems
Product innovations = sustainable design, certifications
Different types of strategic sustainability behavior:
1. Resistant:
Ignore environmental/social issues beyond compliance
2. Reactive:
React to external stimuli, focus on efficiency
3. Anticipatory:
Time strategy to realize competitive advantage, second mover advantage, piecemeal
innovation, no integrative approach
4. Innovation-based
Proactive solutions to environmental/social issues, first mover advantages
5. Sustainability-rooted (needs whole new business model)
Business model rooted in sustainability, new innovation principles, strong interaction
with external actors
UBER CASE STUDY
1. Digital platforms
2. Mobility
3. The Commons
4. Mobility Platforms
5. The Mobility Commons
6. Uber as mobility platform
7. Uber as mobility platform monetising the Commons
1. Digital platforms
A platform provides infrastructure and rules for a marketplace; which brings
producers and consumers together. The players in the ecosystem fill four main roles
but may shift rapidly from one role to another.
- Producers: creators of the platform offering (apps)
- Consumers: buyers or users of the offering
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