A new business model for sustainable development: an exploratory study using the theory of constraints in Nordic organizations

Frank Birkin, Thomas Polesie and Linda Lewis

Business Strategy and the Environment, 2009, vol. 18, issue 5, 277-290

Abstract: The business model in use by many large companies has changed significantly from that of a decade ago and has incorporated environmental and social aspects of performance. However, given these achievements, are there unavoidable inhibitions in the contemporary business model that mean that even exemplar corporations cannot become sustainable? A key issue is consumption without limits, but can businesses do anything about this? The UK Government's Sustainable Development Commission identifies this as an issue. There is a need for an open‐minded consideration of business fundamentals to consider this issue as part of an identification of criteria for a sustainable business model. This is an account of an exploratory study undertaken to identify a new business model for sustainable development. The theory of constraints was adapted to provide the project's methodology that made use of semi‐structured interviews and secondary material. The cloverleaf account of sustainable development was used to structure and analyse sustainable development information. The organizations studied are all located in Nordic countries, since these countries are globally recognized for sustainable development achievements. Conclusions of the study acknowledge that, whilst specific new management tools and approaches of Nordic organizations do help sustainable development, it is the social context in which these organizations function that is a critical factor. Copyright © 2007 John Wiley & Sons, Ltd and ERP Environment.

Date: 2009
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