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Toward Accelerating Sustainability Transitions through Collaborative Sustainable Business Modeling: A Conceptual Approach

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  • Milou Derks

    (Strategy, Analysis & Policy, Netherlands Organization for Applied Scientific Research (TNO), 2595 DA The Hague, The Netherlands
    Industrial Engineering and Innovation Sciences, University of Technology Eindhoven, 5612 AP Eindhoven, The Netherlands)

  • Frank Berkers

    (Strategy, Analysis & Policy, Netherlands Organization for Applied Scientific Research (TNO), 2595 DA The Hague, The Netherlands
    Industrial Engineering and Innovation Sciences, University of Technology Eindhoven, 5612 AP Eindhoven, The Netherlands)

  • Arnold Tukker

    (Strategy, Analysis & Policy, Netherlands Organization for Applied Scientific Research (TNO), 2595 DA The Hague, The Netherlands
    CML Faculty of Science, University of Leiden, 2333 CC Leiden, The Netherlands)

Abstract

Sustainability transitions are purposeful and require deliberate collective action from multiple organizations, leading to the necessity to adopt new business models and redesign value networks. In both business model and sustainability transition research, the explicit activities needed to re-shape value creation and capture systems of organizations are largely unaddressed. We aim to fill this gap by proposing collaborative sustainable business modeling (CSBMing) as a participative multi-actor approach aimed at value network innovation to accelerate sustainability transitions. To do this, we first conceptualize a sustainability transition as a business ecosystem change. We then introduce the value network as the interceding level connecting the individual business to the wider ecosystem, which upon scaling, can change the ecosystem, leading to transition. CSBMing aims to redesign value networks and may thus be used as an actionable approach to accelerate transitions. Second, through the multi-level perspective, we explain how CSBMing can scale, influence other value networks, and change the ecosystem. Third, we recognize that scaling value networks might need more than just implementation of a CSBM and show how elements of CSBMing can complement executing transition management activities. We illustrate the potential role of CSBMing in accelerating transitions through two examples from the Dutch energy transition. In all, we show that CSBMing can be a fruitful approach to innovate and scale value networks, create collective action needed for sustainability transitions, and contribute to transition management activities.

Suggested Citation

  • Milou Derks & Frank Berkers & Arnold Tukker, 2022. "Toward Accelerating Sustainability Transitions through Collaborative Sustainable Business Modeling: A Conceptual Approach," Sustainability, MDPI, vol. 14(7), pages 1-20, March.
    • Handle: RePEc:gam:jsusta:v:14:y:2022:i:7:p:3803-:d:778009
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    References listed on IDEAS

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    1. Haruo Awano & Masaharu Tsujimoto, 2022. "Mechanisms for Business Ecosystem Members to Capture Value through the Strong Network Effect," Sustainability, MDPI, vol. 14(18), pages 1-13, September.

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