Business model for integrated sustainable value creation: A supply chain perspective
- Author(s)
-
DOIhttp://dx.doi.org/10.21511/ppm.20(1).2022.09
-
Article InfoVolume 20 2022, Issue #1, pp. 93-107
- Cited by
- 852 Views
-
332 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
In the context of globalization, the process of value creation is becoming more complex, exposed to greater risks for companies, partners, and customers. Moreover, modern digital technologies, such as the use of digital twin technology, can increase the use of geographically dispersed work teams and contribute to sustainable value creation in the future. However, the digital transition creates new organizational models and influences relationships in supply chains, thus affecting structural changes in business models.
Hence, the study aims to investigate, from the whole value chain perspective, how the next generation of digital services is affecting business value and changing the business model concept. In addition, this paper discusses the stakeholder and social responsibility value creation perspective on business model for integrated sustainable value creation.
To investigate this, it was decided to use a quantitative methodology in the form of questionnaires, which were distributed among different interested parties: two contractors, three suppliers, and an operator.
The results indicated that all respondents, such as an operator, shipping companies, and subsea service providers, are positive about future digital technologies, which should ensure environmental sustainability, improve human interaction and communication. At the same time, they emphasize the importance of integrated join work within the value creation element. Overall, all participants are interested in reducing costs, they expect initiatives from each other in offering sustainable and innovative solutions, and to achieve these, innovative cooperation is needed.
Acknowledgment
The study is supported by a grant from the Research Based Innovation “SFI Marine Operation in Virtual Environment (SFI-MOVE)” (Project no: 237929) in Norway.
- Keywords
-
JEL Classification (Paper profile tab)M10, O14, Q55
-
References35
-
Tables5
-
Figures4
-
- Figure 1. Linking integrated sustainable value creation, CSR, and stakeholder perspectives
- Figure 2. Business model structural changes through the introduction of new ROV systems
- Figure 3. Policy instruments required to support the implementation of new ROV systems
- Figure 4. Future competence and skills needed to perform new remote operation activities
-
- Table 1. Case description and collected data
- Table 2. Factors that have contributed to innovations in business models during the last years
- Table 3. SWOT analysis of the introduction of new ROVs systems (Suppliers’ view)
- Table 4. SWOT analysis of the introduction of new ROVs systems (Contractors’ view)
- Table 5. SWOT analysis of the introduction of new ROVs systems (Operator’s view)
-
- Bican, P. M., & Brem, A. (2020). Digital Business Model, Digital Transformation, Digital Entrepreneurship: Is There A Sustainable “Digital”? Sustainability, 12(13), 5239.
- Bilge, P. (2017). Sustainable value creation by applying industrial engineering principles and methodologies.
- Bove, А., & Swartz, S. (2016). Starting at the Source: Sustainability in Supply Chains.
- Bowen, H. R. (1953). Social Responsibilities of the Businessman. N.Y.: Harper & Row.
- Caputo, A., Fiorentino, R., & Garzella, S. (2019). From the boundaries of management to the management of boundaries: Business processes, capabilities and negotiations. Business Process Management Journal, 25(3), 391-413.
- Carlin, W., & Soskice, D. (2015). Macroeconomics: Institutioins, Instability, and the Financial System (1st ed.). OUP. Macroeconomics.
- Chesbrough, H. (2003). Open Innovation: The New Imperative for Creating and Profiting from Technology. Boston: Harvard Business School Press.
- Evans, S., Vladimirova, D., Holgado, M., Van Fossen, K., Yang, M., Silva, E. A., & Barlow, C. Y. (2017). Business model innovation for sustainability: towards a unified perspective for creation of sustainable business models. Business Strategy and the Environment, 26(5), 597-608.
- Freeman, E. (2010). Managing for stakeholders: Trade-offs or value creation. Journal of Business Ethics, 96, 7-9.
- Freeman, R. E., Velamuri, S. R., & Moriarty, B. (2006). Company Stakeholder Responsibility: a New Approach to CSR. Business Roundtable Institute for Corporate Ethics.
- Freudenreich, B., Lüdeke-Freund, F., & Schaltegger, S. (2020). A Stakeholder Theory Perspective on Business Models: Value Creation for Sustainability. Journal of Business Ethics, 166, 3-18.
- Girotra, K., & Netessine, S. (2013). Business Model Innovation for Sustainability (INSEAD Working Paper No. 2013/77/TOM).
- Gregori, P., & Holzmann, P. (2020). Digital sustainable entrepreneurship: A business model perspective on embedding digital technologies for social and environmental value creation. Journal of Cleaner Production, 272.
- Grytten, O. H. (2021). Is There Really a Relationship Between Protestantism and Economic Growth? In the legacy of Hans Nielsen Hauge: Entrepreneurship in Economics, Management, Education and Politics (217 p.). Bergen: Bodoni Forlag.
- Hahn, R., Spieth, P., & Ince, I. (2018). Business model design in sustainable entrepreneurship: Illuminating the commercial logic of hybrid businesses. Journal of Cleaner Production,1 76.
- Koilo, V. (2021a). Developing new business models: Logic of network value or cross-industry approach. Problems and Perspectives in Management, 19(2), 291-307.
- Koilo, V. (2021b). Evaluation of R&D activities in the maritime industry: Managing sustainability transitions through business model. Problems and Perspectives in Management, 19(3), 230-246.
- Krugman, P. (2009). How Did Economists Get It So Wrong? The New York Times Magazine.
- Liland, T. (2021). Hans Nielsen Hauge as a Social Entrepreneur and Innovator. In the legacy of Hans Nielsen Hauge: Entrepreneurship in Economics, Management, Education and Politics (217 p.). Bergen: Bodoni Forlag.
- Lüdeke-Freund, F., Rauter, R., Pedersen, E. R. G., & Nielsen, C. (2020). Sustainable Value Creation Through Business Models: The What, the Who and the How. Journal of Business Models, 8(3), 62-90.
- Moore, P. D. (2019). In the digital world, technology is the primary source of value creation. Wild Oak Enterprises.
- Mulligan, T. M., & Gilbert, D. R. (1992). Review of Corporate Strategy and the Search for Ethics, by R. E. Freeman. Journal of Business Ethics, 11(7), 514-554.
- Nehohod, E. V. (2015). Theory and practice of corporate social responsibility. Tomsk: Publishing House of Tomsk State University.
- Norris, S., Hagenbeck, J., & Schaltegger, S. (2021). Linking sustainable business models and supply chains – Toward an integrated value creation framework. Business Strategy and the Environment, 1-15.
- Parida, V., Sjödin, D., & Reim, W. (2019). Reviewing Literature on Digitalization, Business Model Innovation, and Sustainable Industry: Past Achievements and Future Promises. Sustainability, 11, 391.
- Parida, V., & Wincent, J. (2019). Why and how to compete through sustainability: a review and outline of trends influencing firm and network-level transformation. International Entrepreneurship and Management Journal, 15, 1-19.
- Patala, S., Jalkala, A., Keränen, J., Väisänen, S., Tuominen, V., & Soukka, R. (2016). Sustainable value propositions. Framework and implications for technology suppliers. Industrial Marketing Management, 59, 144-156.
- Porter, M., & Kramer, M. (2006). Strategy & Society: The Link between Competitive Advantage and Corporate Social Responsibility. Harvard Business Review, 84, 78-92.
- Porter, M., & Kramer, M.(2011). Creating Shared Value. Harvard Business Review, 89, 62-77.
- Sadovska, V., Ekelund Axelson, L., & Mark-Herbert, C. (2020). Reviewing Value Creation in Agriculture – A Conceptual Analysis and a New Framework. Sustainability, 12, 5021.
- SFI MOVE. (2018). Annual report. Marine Operations in Virtual Environments www.ntnu.edu/move Annual Report 2018 SFI MOVE Marine Operations in Virtual Environmen.
- Sommer, A. (2012). Managing green business model transformations. New York: Springer.
- Stiglitz, J. E., Sen, A., & Fitoussi, J. P. (2009). The Measurement of Economic Performance and Social Progress Revisited – Reflections and Overview. Commission on the Measurement of Economic Performance and Social Progress.
- Stubbs, W., & Cocklin, C. (2008). Conceptualizing a ‘sustainability business model. Organization and Environment, 21(2), 103-127.
- Yang, M., Evans, S., Vladimirova, D., & Rana, P. (2017). Value uncaptured perspective for sustainable business model innovation. Journal of Cleaner Production, 140, 1794-1804.
-
Value-centered entrepreneur role model design
Eduard Maltsev
doi: http://dx.doi.org/10.21511/ppm.16(2).2018.23
Problems and Perspectives in Management Volume 16, 2018 Issue #2 pp. 252-259 Views: 1298 Downloads: 212 TO CITE АНОТАЦІЯThe article is devoted to developing a change model for entrepreneurial roles that allows to create a conceptual design for the roles of an entrepreneur at different stages of business development. The article highlights four key stages in the business development life cycle. At each step, business focuses on a certain type of client and the value created for that client. The business focus requires an entrepreneur to concentrate on performance of a certain role. An analysis of the literature about role modelling is provided. The article considers entrepreneurs’ roles at different stages of business development. There are several methodological approaches applied in the article. The systems approach and systems thinking allow to describe a business as a whole. Conceptual modelling allows to deal with complexity of a real business. Design approach allows to implement conceptual models in practice of the real business. The article proposes a change model for entrepreneurial roles and the related roles composition at the different stages of business development life cycle. This article uses the conceptual model as an analytical tool to develop a change model for entrepreneurial roles. The further development of the research relates to research of sub-roles composition for different entrepreneurial roles and abilities, necessary to perform the sub-roles efficiently.
