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Sustainability-oriented start-ups are fundamental to developing solutions for, and to fostering, a societal transition towards a low carbon society. In this context, social impact accelerators (SIAs) are organizations specializing in accelerating the progress of sustainability-oriented start-ups. In order to design their accelerator elements (e.g., training, coaching, and funding) effectively, SIAs must be aware of the knowledge needs of start-ups to support them in developing a sustainable business model (SBM). Using a case study approach, we present one of the largest cleantech accelerator programs in Europe, the EIT Climate-KIC RIS Accelerator. Based on the program’s curriculum and manual in 2019, we analyze from the perspective of the program how cleantech start-ups could be supported in the development of their SBMs by presenting accelerator elements that are intended to support start-ups in reducing their knowledge needs by (1) providing new knowledge to start-ups (e.g., trainings, workshops, and e-learning), (2) supporting start-ups’ assimilation of new knowledge (e.g., coaching), and (3) supporting start-ups’ application of new knowledge (e.g., documentation of planning and reporting as part of the program’s contract design). Further, we discuss the knowledge needs of 63 European start-ups before and their progress as a result of accelerator participation in developing a SBM based on qualitative and quantitative data. All 63 start-ups participated in the same batch of the accelerator in 2019. Regarding the development of a SBM, knowledge needs are described considering the triple bottom line including the economic, ecological, and social layer of a business model. Based on the start-ups’ evaluation, we reflect—with a focus on the environmental layer—about the most promising content and support elements of our SIA case to address the different layers, discuss their combination, and present improvement potentials to reduce start-ups’ knowledge needs. With our findings, we claim to contribute to theory development in the emerging literature on SIAs and give practitioners working with sustainability-oriented start-ups insights into the usefulness of start-up support programs and different accelerator elements for developing a SBM.

Since the need of sustainable development is indisputable, companies are forced to strive for resources, processes, and products that are sustainable. Thus, their business models as the main representation of their activities should be designed in an ecologically, economically, and socially beneficial way. However, designing and developing sustainable business models is closely linked to their evaluation. Sustainable business model evaluation as a vital part of business model development has been addressed in literature in the past with increasing frequency. As a consequence, the plethora of different approaches of sustainability-oriented business model evaluation calls for a systematic literature review. Thus, in this study, we reviewed existing articles on sustainability-oriented business model evaluation and identified four main categories of evaluation methods: single indicators (I), indicator system/framework (II), simulation-based evaluation (III), and multi criteria decision-making (IV). By analyzing and structuring the proposed approaches, their benefits and limitations are revealed, pointing out gaps and future research needs for successfully designing and evaluating business models today and in the future.

The materiality matrix is a tool that helps companies understand how the stakeholders’ view of material issues in environmental, social, and economic/governance dimensions influences their value creation process, and creates triple bottom line impacts through shaping their strategic business model elements. Building on the multidimensional definition of materiality, we propose to use the materiality matrix as a tool to aid the transformation of a company’s existing traditional business model into a more sustainable one (inside-out approach), and to enable the identification of the most appropriate business model archetype to incorporate innovation into its sustainable business model (outside-in approach). This paper presents the materiality matrix as a new tool to enhance and transpose a company’s business model towards sustainability—as illustrated through the analysis of the Viña Concha y Toro business model case. This new tool contributes to sustainable business model literature and stakeholder theory by incorporating the materiality matrix as a gateway to business model innovation, and as a tool to explain the dynamics in the sustainable value creation process and concomitant impact on stakeholders.

Purpose: This paper aims to apply a systems thinking perspective, specifically the system leverage point framework, to enhance the understanding for the effectiveness of sustainable business models in achieving systems change towards sustainability. Design/Methodology/Approach: Conceptual paper, using an integrative research approach. Findings: The conceptual analysis shows that the sustainable business model archetypes largely target shallow system leverage points, which are unlikely to achieve wide-ranging systems change. Therefore, a research agenda is developed around the deep leverage points for system change, to guide future research efforts in developing truly sustainable business models. Practical Implications: The findings offer insights for both managers and policymakers on the effectiveness of different types of sustainable business models and how they can be improved to drive broader systems change. Research Implications: The research agenda put forward focuses on the systemic root-causes of unsustainability and can guide scholarly efforts toward adopting a broader systems perspective on sustainable business model development as a potential solution. Originality/Value: This paper provides insights into the ability of sustainable business models to generate sustainability outcomes through systems change, serving as a stepping stone for more effective sustainable business model development efforts.

This study investigates the intersection of blockchain technology, stakeholder engagement, and business sustainability, focusing on customers and employees. By introducing the concept of stakeholders' blockchain engagement and integrating Interdependence theory's principle of interaction facets, the research highlights how blockchain's engagement antecedents-decentralization, privacy/anonymity, immutability, traceability, and transparency- influence stakeholder engagement. The findings suggest that these antecedents enhance trust, control, and transparency, leading to improved customer loyalty and employee satisfaction. These outcomes contribute to long-term business sustainability by fostering stronger relationships, reducing turnover, and promoting ethical practices.

In the decarbonization of the steel, cement, and chemical industries in Germany, green hydrogen is expected to play a crucial role. The utilization of green hydrogen in the production processes of said industries requires organizations to modify their business model, requiring sustainable business model innovation (SBMI). Numerous tools and frameworks that support organizations in the process of SBMI have been proposed in the literature in recent years. However, the applicability of these tools and frameworks for steel, cement, and chemical companies that intend to utilize green hydrogen to produce their goods remains unexplored. This paper aims to assess the suitability of SBMI tools and frameworks for steel, cement, and chemical companies planning to use green hydrogen in their production. It conducts a systematic literature review on SBMI tools and frameworks, reviews current green hydrogen projects in these industries, and evaluates the identified tools and frameworks using an evaluation matrix. Based on the evaluation, the Cambridge Business Model Innovation Process (CBMIP) was identified as the most suitable SBMI framework.

Purpose The sustainable fashion (SF) literature is fragmented across the management discipline, leaving the path to a SF future unclear. As of yet, there has not been an attempt to bring these insights together or to more generally explore the question of “what is known about SF in the management literature and where could the SF field go from there?”. The purpose of this paper is to bring together the field to identify opportunities for societal impact and further research. Design/methodology/approach A systematic literature review was conducted from the first appearances of SF in the management literature in 2000 up to papers published in June 2019, which resulted in 465 included papers. Findings The results illustrate that SF research is largely defined by two approaches, namely, pragmatic change and radical change. The findings reveal seven research streams that span across the discipline to explore how organisational and consumer habits can be shaped for the future. Research limitations/implications What is known about SF is constantly evolving, therefore, the paper aims to provide a representative sample of the state of SF in management literature to date. Practical implications This review provides decision makers with insights that have been synthesised from across the management field. Originality/value This review identifies knowledge gaps and informs managerial decision making in the field, particularly through serving as a foundation for further research.

Digitalization plays a major role in contributing towards the United Nations Sustainable Development Goals. Without transformation of existing businesses, both economic and environmental challenges of the future cannot be solved sustainably. However, there is much confusion on interrelationships and terms dealing with digitization or digitalization: Digital business model, digital transformation, digital entrepreneurship. How do these terms interrelate with and to digitalization, and how do they support firms to grow sustainably? To answer this question, we identified seven core digital-related terms based on a structured literature search within the management and economics domain, namely: Digital, Business Model, Digital Business Model, Digital Technology, Digital Innovation, Digital Transformation, and Digital Entrepreneurship. Thereafter, we analyzed prior literature for deriving a common understanding and definition as a basis for interrelations within a conceptual framework. Definitions were presented in a case study setup with twelve innovation and research and development (R&D) managers from various business units of a German high-tech company. Based on these insights, we propose a conceptual framework on how Digital Readiness, Digital Technology, and Digital Business Models might sustainably relate to Innovation, moderated by a Digital Transformation Process. With this approach, we aim to equip practitioners and researchers alike in handling and addressing change through digitalization sustainably.

Switching from the current linear model of economy to a circular one has recently attracted increased attention from major global companies e.g., Google, Unilever, Renault, and policymakers attending the World Economic Forum. The reasons for this are the huge financial, social and environmental benefits. However, the global shift from one model of economy to another also concerns smaller companies on a micro-level. Thus, comprehensive knowledge on designing circular business models is needed to stimulate and foster implementation of the circular economy. Existing business models for the circular economy have limited transferability and there is no comprehensive framework supporting every kind of company in designing a circular business model. This study employs a literature review to identify and classify the circular economy characteristics according to a business model structure. The investigation in the eight sub-domains of research on circular business models was used to redefine the components of the business model canvas in the context of the circular economy. Two new components—the take-back system and adoption factors—have been identified, thereby leading to the conceptualization of an extended framework for the circular business model canvas. Additionally, the triple fit challenge has been recognized as an enabler of the transition towards a circular business model. Some directions for further research have been outlined, as well.

During the past two decades of e-commerce growth, the concept of a business model has become increasingly popular. More recently, the research on this realm has grown rapidly, with diverse research activity covering a wide range of application areas. Considering the sustainable development goals, the innovative business models have brought a competitive advantage to improve the sustainability performance of organizations. The concept of the sustainable business model describes the rationale of how an organization creates, delivers, and captures value, in economic, social, cultural, or other contexts, in a sustainable way. The process of sustainable business model construction forms an innovative part of a business strategy. Different industries and businesses have utilized sustainable business models’ concept to satisfy their economic, environmental, and social goals simultaneously. However, the success, popularity, and progress of sustainable business models in different application domains are not clear. To explore this issue, this research provides a comprehensive review of sustainable business models literature in various application areas. Notable sustainable business models are identified and further classified in fourteen unique categories, and in every category, the progress -either failure or success- has been reviewed, and the research gaps are discussed. Taxonomy of the applications includes innovation, management and marketing, entrepreneurship, energy, fashion, healthcare, agri-food, supply chain management, circular economy, developing countries, engineering, construction and real estate, mobility and transportation, and hospitality. The key contribution of this study is that it provides an insight into the state of the art of sustainable business models in various application areas and future research directions. This paper concludes that popularity and the success rate of sustainable business models in all application domains have been increased along with the increasing use of advanced technologies.