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Summary Sustainable entrepreneurship (articles)
- Instelling
- Tilburg University (UVT)
Summary of all articles of sustainable entrepreneurship
[Meer zien]Voorbeeld 4 van de 62 pagina's
Voorbeeld 4 van de 62 pagina's
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Summary Sustainable EntrepreneurshipBocken, Short, Rana & Evans (2014): A literature and practice review to develop sustainable
business model archetypes (Week 1)
Sustainable business model archetypes are introduced to describe groupings of mechanisms and
solutions that may contribute to building up the business model for sustainability. The aim of these
archetypes is to develop a common language that can be used to accelerate the development of
sustainable business models in research and practice. The 8 archetypes are: Maximise material and
energy efficiency; Create value from ‘waste’; Substitute with renewables and natural processes;
Deliver functionality rather than ownership; Adopt a stewardship role; Encourage sufficiency; Re-
purpose the business for society/environment; and Develop scale-up solutions. The archetypes seek
to create new development paths or a capability to innovate.
Background
It seems increasingly apparent that business as usual is not an option for a sustainable future. The
world is currently using 1.5 plants to support human activities. Awareness of the need to value the
ecological system is not new, but it is however not common yet. An holistic approach (=thinking
about the big picture) is required to tackle the challenges of a sustainable future. Examples are:
minimizing consumption, maximizing societal and environmental benefit, closed-loop system (no
waste left over because of reuse, recycle etc), rewards for enhancements, sharing systems, etc.
These types of changes require a fundamental shift in the purpose of business and how it is
conducted. Business model innovation is an option (the assertion is that with careful business model
redesign it is possible for mainstream businesses to more readily integrate sustainability into their
business and for new start-ups to design and pursue sustainable business from the outset), because
it is increasingly recognized as a key to delivering greater social and environmental sustainability in
the industrial system. Options are limited however; there is no comprehensive view of how firms
should approach embedding sustainability in their business models.
What is a business model?
A business model is a conceptual tool to help understand how a firm does business and can be used
for analysis, comparison and performance assessment, management, communication, and
innovation. Here, a business model is defined by three elements: the value proposition, value
creation and delivery, and value capture.
Businesses typically capture value by seizing new business opportunities, new markets and new
revenue streams. In a sustainable business, the value proposition would provide measurable
ecological and/or social value in concert with (together with) economic value. Value capture is how
to earn revenues (capture value).
With the rising global sustainability pressures, collaboration between firms and other key
stakeholders is becoming more important. Value is no longer created by firms acting autonomously,
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,but by firms acting together with parties external to the firm through informal arrangements or
formal alliances.
Why are business models important for sustainability?
Sustainable efficiency improvements may lead to increased product and service (and make it more
attractive for potential investors). By achieving long-term goals, fundamental changes (often from
large companies) are often required. Sustainable business models can serve as a vehicle to
coordinate technological and social innovations with system-level sustainability (gids voor nieuwe
innovaties op dit gebied). A sustainable business model aligns interests of all stakeholder groups, and
explicitly considers the environment and society as key stakeholders. One of the key challenges is
designing business models in such a way that enables the firm to capture economic value for itself
through delivering social and environmental benefits. It is not always so clear how delivering social
and environmental value might translate into profit and competitive advantage for the firm.
What is business model innovation for sustainability?
Business model innovation involves changing ‘the way you do business’, rather than ‘what you do’
and hence must go beyond process and products. It therefore influences all stakeholders (including
environmental and social aspects).
Business model innovations for sustainability are defined as: 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 capture value
(i.e. create economic value) or change their value propositions.
In order to be sustainable, innovations need to introduce change at the core of the business model
and aim for maximizing societal and environmental benefits, rather than just economic gain only.
Business model innovations for sustainability may not be economically viable at the start but may
become so in the future due to regulatory or other changes. There are three types of (sustainable)
business model innovation:
- defensive strategies (adjustment) are incremental business model adjustments to protect current
business models focusing on risk and cost reduction often driven by the need for compliance.
- accommodative strategies (improvement integration) are modifications of internal processes and
include some consideration of environmental or social objectives.
- proactive strategies (full integration) concern the redesign of the core business logic of the firm for
sustainable development. These are the most impactful (compared to the other two).
Results; the sustainable business model archetypes
(I skipped the methodology part for this summary. Noteworthy was: various approaches for
categorizing the mechanisms were explored, based on various pre-existing frameworks from the
sustainability, manufacturing, business model and innovation literature. These included the three
pillars of sustainability, which in a business context defines as the Triple-Bottom-Line (economic,
environmental, and social)).
The archetypes are classified in higher order groupings, which describe the main type of business
model innovation:
- Technological oriented innovations (archetypes with a dominant technical innovation component,
e.g. manufacturing processes);
- Social oriented innovations (archetypes with dominant social innovation component, e.g. changing
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,consumer behavior); and
- Organizational oriented innovations (dominant organizational innovation change component, e.g.
changing the responsibility of the firm).
These high-level groupings are indicative for the dominant areas of innovation, although they are
often paired with other innovations.
Maximize Material and energy efficiency
Do more with fewer resources, generating less waste, emissions and pollution.
Think about product and process redesign which improve resource efficiency and reduce waste and
emissions. Maximizing material and energy efficiency should run through the entire business (not just
a single component like manufacturing). This archetype seeks to mitigate environmental impact of
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, industry by reducing the demand for energy and resources (so reducing demand for primary
extraction and resource depletion, and reducing waste and emissions). Note that efficiency
improvements lead to job reduction more unemployment (= social sustainability issue). Hence,
other archetypes would also need to be considered and employed (along this one).
Examples are lean manufacturing & JIT (to reduce waste like over-production etc) and Factor 4 and
Natural Capitalism (radical improvements in order to create efficiency).
Create value from waste
The concept of ‘waste’ is eliminated by turning waste streams into useful and valuable input to other
production and making better use of under-utilised capacity (Ioniqa).
It creates new value from waste, instead of reduce waste to a minimum. This solution may mean that
opportunities for complementary value creation are missed. This archetype seeks to reduce
environmental impact of industry by reducing the continuous demand for resources, by closing
material loops and using waste streams as useful inputs to other products and processes, so reducing
demand for primary extraction and resource depletion, and reducing waste to landfill and emissions.
This archetype contributes towards improved resource efficiency, but to achieve greater system-level
impact, the speed of new product introduction needs to be reduced (because the waste need to be
adapted to the ‘closing-the-loop’ system). Examples are industrial symbiosis (waste outputs from one
process is used as feedstock for another process or product line), Closed-loop business models
(waste is used to create new value), cradle-to-cradle (closed loop nutrient cycle with a biological
open-loop cycle), and under-utilised assets and capabilities (sharing, shared ownership, e.g. carpool).
Substitute with renewables and natural processes
Reduce environmental impacts and increase business resilience (weerstand) by addressing resource
constraints ‘limits to growth’ associated with non-renewable resources and current production
systems.
These approaches do not explicitly consider the potential of renewable resources, and deriving
benefits from nature-inspired innovations, which may allow for significant leaps in environmental
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