Abstract
Sustainable business models (SBMs) integrate economic with social and/or environmental value creation. Many relevant aspects of organizing for sustainable business model innovation (SBMI) have yet to be accounted for to understand how firms can add a new SBM to their already existing portfolio of business models. Specifically, how the development of a new SBM is influenced by managers’ cognitions, capabilities, behaviors, and interactions, and how the SBMI process can be supported by organizational processes and structures is less well understood. Taking a microfoundational approach, we identify the capabilities at the managerial and organizational level that enable established firms to add a new SBM to their business model portfolio. In a longitudinal study, we explore how Telenor, a multinational telecommunications company headquartered in Norway, introduced a new SBM targeted at providing digital health services in Bangladesh. We offer a framework that highlights key microfoundational elements supporting each of the phases in the SBMI process.
Original language | English |
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Journal | Organization & Environment |
Volume | 36 |
Issue number | 2 |
Pages (from-to) | 315-348 |
Number of pages | 34 |
ISSN | 1086-0266 |
DOIs | |
Publication status | Published - Jun 2023 |
Bibliographical note
Published online: September 22, 2022.Keywords
- Sustainable business model innovation
- Business model innovation processes
- Microfoundations
- Cognition