Catálogo de publicaciones - libros

In this chapter, we discuss the importance of three-dimensionality in performance measurement and management in more sustainable business models. The bottom line is becoming three-dimensional. To achieve such results, the entire organization must be designed in a way that renders the company able to become sustainable and profitable. This requires setting the right objectives socially, environmentally and financially; it requires measuring and monitoring the right things and communicating them to those who need the information. Not at least, it requires rewarding individuals, groups and entities who are able to help the company become more sustainable. In such a way, the company can be designed to pull powerfully and consistently in the right direction.

In this chapter, we summarize the challenge of designing and implementing more sustainable business models. The chapter sheds light on promising developments, but also highlights the hindrances and obstacles on the path toward sustainable business.

In this chapter, we very briefly summarize and revisit the seven components of the RESTART framework—redesign, experimentation, service-logic, the circular economy, alliances, results and three-dimensionality. In doing so, we point forward to the practical and research-oriented implications of the framework, which are developed in Part III of the book.

In this chapter, we outlined a process model for sustainable business model innovation that we refer to as The Business Model RESTARTer. The process model outlines four phases of sustainable business model innovation processes: recognizing the current business model, rethinking the business model, reinventing the business model and reorganizing the business model.

In this chapter, we outline avenues for future research. We provide a brief history of the research on aligning sustainability performance and financial performance in business model design and innovation. Thereafter, we outline general directions for research in this field, before we outline a concrete research agenda for the seven components of the RESTART framework and the business model characteristics to which they relate.

In this chapter, we present a case study of the Norwegian company Scanship. The case study builds on the RESTART framework and shows a concrete example of a company aiming to carry out such a restart in practice. In particular, we highlight the business model innovation of the company and our attempt to design and conduct empirical studies related to this process.

In this chapter, we present a case study of the strategic alliance between the two Norwegian companies Orkla and BIR. The case study builds on their attempt to design a business model that spans across their organizational boundaries in order to develop circular solutions for the consumer brands company Orkla. We particularly shed light on the empirical studies we are designing and conducting in close collaboration with the two companies and how those studies can inform the design and implementation of a more circular business model.