Aligning Values for Impact: A Value Mapping Tool Applied to Social Innovation for Sustainable Business Modelling

Carla Vivas, Susana Leal (), João A. M. Nascimento, Luís Cláudio Barradas and Sandra Oliveira
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Carla Vivas: School of Management and Technology, Santarém Polytechnic University, Complexo Andaluz, Apartado 295, 2001-904 Santarém, Portugal
Susana Leal: School of Management and Technology, Santarém Polytechnic University, Complexo Andaluz, Apartado 295, 2001-904 Santarém, Portugal
João A. M. Nascimento: School of Management and Technology, Santarém Polytechnic University, Complexo Andaluz, Apartado 295, 2001-904 Santarém, Portugal
Luís Cláudio Barradas: School of Management and Technology, Santarém Polytechnic University, Complexo Andaluz, Apartado 295, 2001-904 Santarém, Portugal
Sandra Oliveira: School of Management and Technology, Santarém Polytechnic University, Complexo Andaluz, Apartado 295, 2001-904 Santarém, Portugal

Sustainability, 2025, vol. 17, issue 13, 1-20

Abstract: As sustainability becomes increasingly central to organizational strategy, social economy organizations (SEOs) are rethinking their business models. This study employs stakeholder analysis using the value mapping (VM) tool developed by Short, Rana, Bocken, and Evans for the development of the VOLTO JÁ project. The objective of the VOLTO JÁ project is to operationalize a senior exchange programme between SEOs. The VM approach extends beyond conventional customer value propositions to prioritize sustainability for all stakeholders and identify key drivers of sustainable business model (SBM) innovation. The multi-stakeholder methodology comprises the following elements: (1) sequential focus groups aimed at enhancing sustainable business thinking; (2) semi-structured interviews; and (3) workshop to facilitate qualitative analysis and co-create the VM. The findings are then categorized into four value dimensions: (1) value captured—improved participant well-being, enhanced reputational capital, mitigation of social asymmetries, and affordable service experiences; (2) value lost—underused community assets; (3) value destroyed—institutional and systemic barriers to innovation; and (4) new value opportunities—knowledge sharing, service diversification, and open innovation to foster collaborative networks. The study demonstrates that the application of VM in SEOs supports SBM development by generating strategic insights, enhancing resource efficiency, and fostering the delivery of socially impactful services.

Keywords: sustainable business model; stakeholder analysis; value mapping (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2025
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