Business Model Innovation toward Sustainability and Circularity—A Systematic Review of Innovation Types
Abstract
:1. Introduction
2. Background on Business Model Innovation
2.1. Sustainability-Oriented Business Model Innovation
2.2. Circularity-Oriented Business Model Innovation
3. Methods
4. Results
4.1. Sustainable Business Model Innovation
4.1.1. Digital Technological Innovation
4.1.2. User-Driven Social Innovation
4.1.3. Organizational Innovation
4.2. Circular Business Model Innovation
4.2.1. Bioeconomic Innovation
4.2.2. Eco-Innovation
4.2.3. Circular-Oriented Collaborative Innovation
4.2.4. Open/Close Innovation
4.2.5. Product or Service or Product-Service Systems Innovation
5. Discussion
6. Conclusions and Avenues for Further Research
Author Contributions
Funding
Informed Consent Statement
Data Availability Statement
Acknowledgments
Conflicts of Interest
References
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Search Field | Number of Non-Exclusive Results | |||
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Ebsco | Web of Science | ProQuest | Last Updated | |
Topic/Article title, Abstract, Keywords | 637 | 1134 | 3438 | 23 August 2022 |
Topic/Article title, Abstract, Keywords | 244 | 503 | 2233 | 23 August 2022 |
Topic/Article title, Abstract, Keywords | 158 | 50 | 232 | 23 August 2022 |
Innovation Types | Definition | Value Creation, Delivery, and Capture Strategies | Core Innovation Activities |
---|---|---|---|
Digital technological Innovation | Innovations based on technological advancements and digitalization. | high impact on all value dimensions | e.g., SMART technologies such as app-based smart-sharing systems (expanded electric vehicle use, bike-sharing); increased energy efficiency; digital infrastructure |
User-drivensocial Innovation | User-driven innovation offers solutions through an iterative process that involves engaging potential customers in designing the value proposition. The process of designing a sustainable business model entails creating tangible and intangible social value. | High impact on value creation | e.g., social enterprises, focus on achieving social goals by fostering relationships and mutual interactions between market participants. |
Organizational Innovation | Organizational innovation focuses on reorganizing an organization’s purpose, goals, processes, and value creation and delivery to achieve sustainability goals while maintaining profitability. | High impact on all value dimensions | e.g., business modeling, risk assessment, financial management on CEO/Finance/HR level |
Innovation Types | Definition | Value Creation, Delivery, and Capture Strategies | Core Innovation Activities |
---|---|---|---|
Bioeconomic Innovation | Bioeconomic innovation is based on using renewable resources to create goods and services. It encompasses traditional sectors such as agriculture, fisheries, aquaculture, and forestry, as well as modern sectors such as biotechnology and bioenergy. | Not clear | e.g., Business model innovation as many bioeconomy products lack profitability, and therefore, companies must rethink their value creation, delivery, and capture strategies. |
Eco-Innovation | Eco-innovation refers to any technological or non-technological innovation that pro-motes sustainable development by using natural resources more efficiently and reducing the environmental impact of production methods. | High impact on all value dimensions | e.g., Product design, process optimization, improving energy efficiency, organizational, marketing, social eco-innovation, system eco-innovation, green innovation |
Circular-oriented collaborative Innovation | Circular-oriented collaborative innovation is the process whereby new ideas, products, services, or business models are generated through the joint contributions of various stakeholders. It includes the combination of product design, business models, and value network configurations to implement circular economy strategies. | High impact on all value dimensions | e.g., Product design, modifications to the business model, and various arrangements of the value network |
Open/close Innovation | Innovation strategy can be categorized as “closed” or “open” based on the level of collaboration. An open strategy involves collaborating with external partners, customers, and user communities to increase circularity in the CBM. | High impact on all value dimensions | e.g., Open/close-narrowing, open/close-slowing, and open/close-closing |
A product, a service, or a product-service system (PSS) Innovation | A product, a service, or a product service system (PSS) BM prioritizes sustainability by reducing the negative environmental impacts of consumption and incorporating circularity benefits. | High impact on all value dimensions | e.g., sales of products with additional service components such as lifetime warranties and maintenance services, recycled products, do-it-yourself and do-it-together products, green products and services, and sustainable service innovation. |
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Brenner, B.; Drdla, D. Business Model Innovation toward Sustainability and Circularity—A Systematic Review of Innovation Types. Sustainability 2023, 15, 11625. https://doi.org/10.3390/su151511625
Brenner B, Drdla D. Business Model Innovation toward Sustainability and Circularity—A Systematic Review of Innovation Types. Sustainability. 2023; 15(15):11625. https://doi.org/10.3390/su151511625
Chicago/Turabian StyleBrenner, Barbara, and Daria Drdla. 2023. "Business Model Innovation toward Sustainability and Circularity—A Systematic Review of Innovation Types" Sustainability 15, no. 15: 11625. https://doi.org/10.3390/su151511625