Towards Systematic Sustainable Business Model Innovation: What Can We Learn from Business Model Innovation

Vinicius Minatogawa, Matheus Franco, Izabela Simon Rampasso, Maria Holgado, Diego Garrido, Hernan Pinto and Ruy Quadros
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Vinicius Minatogawa: Escuela de Ingeniería de Construcción y Transporte, Pontificia Universidad Católica de Valparaíso, Valparaíso 2340000, Chile
Matheus Franco: Geosciences Institute, Department of Science and Technology Policy, University of Campinas, Campinas 13083-855, SP, Brazil
Izabela Simon Rampasso: Departamento de Ingeniería Industrial, Universidad Católica del Norte, Antofagasta 1270709, Chile
Maria Holgado: Department of Management, University of Sussex, Brighton BN1 9RH, UK
Diego Garrido: School of Industrial Engineering, Pontificia Universidad Católica de Valparaíso, Valparaíso 2362807, Chile
Hernan Pinto: Escuela de Ingeniería de Construcción y Transporte, Pontificia Universidad Católica de Valparaíso, Valparaíso 2340000, Chile
Ruy Quadros: Geosciences Institute, Department of Science and Technology Policy, University of Campinas, Campinas 13083-855, SP, Brazil

Sustainability, 2022, vol. 14, issue 5, 1-35

Abstract: This research aims to understand how sustainable business model innovation (SBMI) can learn from business model innovation. For this, first, we conducted a bibliometric analysis to evaluate the relationships between business model innovation and SBMI literature. After this, we performed a systematic literature review to create a comprehensive framework for managing SBMI. The bibliometric analysis showed that the SBMI stream grew quickly and significantly in recent years, evolving into a separated new research stream, which does not leverage recent business model innovation advancements. Through the performed analyses, we were able to discuss critical gaps in the SBMI literature and shed light on possible pathways to solve these gaps through lessons learned from business model innovation. We depicted five critical gaps for managing SBMI; (1) the need to understand the sustainable business model as a wicked problem, in which SBMI leads to “better than before” solutions calling for systematic SBMI, (2) the poor definition of distinctive dimensions of dynamic capabilities for SBMI, (3) the lack of studies exploring the role of open innovation for improving the SBMI process, (4) the lack of tools supporting SBMI implementation and (5) the need to explore game-changing, competitive advantages of SBMI. The findings of this study contribute to guiding future research on SBMI, which can be a basis for further efforts towards sustainable development.

Keywords: sustainable business model innovation; business model innovation; business model innovation for sustainability; bibliometric analysis; systematic literature review; dynamic capabilities; organizational design; supply networks; experimentation (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2022
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:14:y:2022:i:5:p:2939-:d:763005

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