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A special issue of Sustainability (ISSN 2071-1050). This special issue belongs to the section "Sustainable Management".

Deadline for manuscript submissions: closed (24 May 2024) | Viewed by 22366

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Dr. Christos Lemonakis

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Department of Management Science and Technology, Hellenic Mediterranean University, 72100 Agios Nikolaos, Greece
Interests: SMEs efficiency; ESG factors; auditing
Special Issues, Collections and Topics in MDPI journals

Special Issue Information

Dear Colleagues,

In recent years, there has been a surge of interest in novel business models for the long-term viability of small and medium-sized enterprises (SMEs). Academic research has focused on the role of business sustainability and innovation in SMEs (Bos-Brouwers, 2009; Yang and Jang, 2020), the impact of organizational values and business model innovation on financial performance (Yang and Jang, 2020), the adoption of technological innovation for sustainable growth (Bahador and Ibrahim, 2021), the impact of organizational culture on sustainable growth (Nimfa, 2021), and the mediating effect of organizational culture on sustainable growth (Nimfa, 2021), 2021; Rodhiah and Hidayah, 2022).

Collaboration between SMEs, government agencies, and other stakeholders has also been identified as a crucial factor in creating sustainable business practices (Sholihah et al., 2023).

In addition, research has examined the dimensions and elements that influence the innovative activities of agricultural SMEs toward sustainable development (Korau et al., 2020), the readiness of SMEs for eco-innovation and industrial symbiosis (Pigosso et al., 2018), and the role of entrepreneurs' emotional intelligence in the long-term business success of SMEs (Karia, 2020).

This Special Issue seeks to explore the creative business models that small businesses can develop and implement to enhance their competitive advantage, operational efficiency, financial success, and long-term profitability.

It further explores how small businesses can integrate sustainability into their business plans to balance social equity, environmental protection, and economic growth.

To this end, innovative methods such as circular economy models, the application of renewable energy sources, waste management, and social entrepreneurship are explored.

The aim of this Special Issue is to present novel business strategies and models that may be employed by small businesses to become more sustainable. In this way, we aim to explore and identify the challenges that SMEs face regarding the implementation innovative and sustainable business strategies. The submission of original papers and reviews to this Special Issue is welcome.

Research areas that address innovative business models for SMEs include technological, financial, regulatory, market dynamics, corporate culture, and other factors.

The scope of this Special Issue includes the following topics:

- Sustainability-oriented innovation in SMEs;

- Digitalization and sustainability in SMEs;

- Circular economy models in SMEs;

- Resilience and adaptability of SMEs;

- Sustainable supply chain management in SMEs;

- Social impact of entrepreneurship in SMEs;

- SMEs and localized economies;

- The role of leadership and organizational culture in SME sustainability;

- Building capacity for sustainability in SMEs;

- Further key topics on current issues and future trends in business models for SMEs.

Thank you for your continued cooperation and active participation, and I look forward to your contributions to this upcoming Special Issue.

References:

Bahador, M., Ibrahim, S. (2021). Technology Innovations Toward Sustainable Growth Of Small Medium Enterprise (Smes): Aftermath Covid-19 Pandemic. IJARBSS, 2(11). https://doi.org/10.6007/ijarbss/v11-i2/9199.

Bos-Brouwers, H. (2009). Corporate Sustainability and Innovation In Smes: Evidence Of Themes And Activities In Practice. Bus. Strat. Env., n/a-n/a. https://doi.org/10.1002/bse.652.

Hernita, H., Surya, B., Perwira, I., Abubakar, H., Idris, M. (2021). Economic Business Sustainability and Strengthening Human Resource Capacity Based On Increasing The Productivity Of Small And Medium Enterprises (Smes) In Makassar City, Indonesia. Sustainability, 6(13), 3177. https://doi.org/10.3390/su13063177.

Karia, N. (2020). A Comparative Benchmark Model For Smes: Viable Entrepreneur Emotional Intelligence. BIJ, 3(28), 813-829. https://doi.org/10.1108/bij-06-2020-0291.

Korauš, A., Havierniková, K., Gombár, M., Černák, F., Felcan, M. (2020). Dimensions and Their Elements Affecting The Innovative Activities Of Agricultural Smes Toward Their Sustainable Development. JESI, 2(8), 1142-1157. https://doi.org/10.9770/jesi.2020.8.2(68).

Nimfa, D. (2021). Effect Of Organisational Culture On Sustainable Growth Of Smes: Mediating Role Of Innovation Competitive Advantage. JIBM, 1-19. https://doi.org/10.37227/jibm-2021-01-156.

Peter, D., Chin, K., Chin, K. (2021). Sustainable Business Practices In Manufacturing Smes: the Mediating Effect Of Dynamic Capabilities. Int Social Sci J, 243(72), 73-89. https://doi.org/10.1111/issj.12303.

Pigosso, D., Schmiegelow, A., Andersen, M. (2018). Measuring the Readiness Of Smes For Eco-innovation And Industrial Symbiosis: Development Of A Screening Tool. Sustainability, 8(10), 2861. https://doi.org/10.3390/su10082861.

Rodhiah, R., Hidayah, N. (2022). Sustainable Development Innovation “The Effect Of Flexible Hrm Behavior On Sme Innovation”. economit, 4(1), 231-240. https://doi.org/10.33258/economit.v1i4.589.

Sholihah, D., Naufal, M., Ariescy, R. (2023). Innovative Response Cultural Fashion Smes Towards Sustainable Business. TIJAB, 1(7), 59-72. https://doi.org/10.20473/tijab.v7.i1.2023.42210.

Yang, S., Jang, S. (2020). How Does Corporate Sustainability Increase Financial Performance For Small- and Medium-sized Fashion Companies: Roles Of Organizational Values And Business Model Innovation. Sustainability, 24(12), 10322. https://doi.org/10.3390/su122410322.

Dr. Christos Lemonakis
Guest Editor

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Keywords

business model innovation
digital transformation
sustainable development
circular economy
tourism sustainability
digital transformation
corporate social responsibility (CSR)
leadership and organizational culture
resilience and adaptability

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Published Papers (6 papers)

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Research

21 pages, 419 KiB

Open AccessArticle

The Influence of Green Transformation on ESG Management and Sustainable Competitive Advantage: An Empirical Comparison of Companies in the Pearl River Delta and Yangtze River Delta

by Lei Xi and Hui Wang

Sustainability 2024, 16(18), 7911; https://doi.org/10.3390/su16187911 - 10 Sep 2024

Cited by 1 | Viewed by 2313

Abstract

With the continuous deterioration of the global ecological environment, energy saving, emission reduction, low carbon, and green industry have become new trends in global economic development. Green transformation (GT) and environmental, social, and corporate governance (ESG) elements have become the internal driving forces of corporate modernization. However, there is a lack of systematic theoretical and empirical research on the consequences of green transformation and ESG management on sustainable competitive advantage. Based on the core competence theory of enterprises, this research has discussed the effects of green transformation and ESG management on sustainable competitive advantages of enterprises, as well as the mediating role of ESG management between green transformation and sustainable competitive advantage of enterprises. The study took high-tech enterprises in the Pearl River Delta and Yangtze River Delta as samples and used correlation analysis, factor analysis, and multiple regression analysis to test the research hypotheses. The obtained empirical results showed that GT had a significant effect on ESG management and enduring competitive edge (encompassing both financial and strategic outcomes). There are obvious differences in the relationship between ESG management and sustainable competitive advantage in the Pearl River Delta and Yangtze River Delta enterprises. ESG management acts as a partial intermediary factor between GT and sustained competitive advantage. This study enriches the view of core competence theory and provides a reference for enterprises to achieve sustainable competitive advantage. Full article

(This article belongs to the Special Issue Innovative Business Model for SMEs Sustainability)

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29 pages, 1345 KiB

Open AccessArticle

The Adoption of Digital Technologies by Small and Medium-Sized Enterprises for Sustainability and Value Creation in Pakistan: The Application of a Two-Staged Hybrid SEM-ANN Approach

by Raheem Bux Soomro, Sanam Gul Memon, Nisar Ahmed Dahri, Waleed Mugahed Al-Rahmi, Khalid Aldriwish, Anas A. Salameh, Ahmad Samed Al-Adwan and Atif Saleem

Sustainability 2024, 16(17), 7351; https://doi.org/10.3390/su16177351 - 26 Aug 2024

Cited by 17 | Viewed by 9058

Abstract

Digital technologies have revolutionized the business field, offering significant opportunities for small and medium-sized enterprises (SMEs) to enhance sustainability and value creation. This study investigates the impact of digital technology adoption on economic and social value creation, as well as SME performance. Specifically, it examines how social media applications, big data analytics, IoT applications, blockchain applications, and AI-enabled applications influence economic and social value within SMEs. We employed a hybrid approach integrating Structural Equation Modeling (SEM) and Artificial Neural Network (ANN) techniques using SmartPLs 4.0 Application; this research analyzes these relationships. For our analysis, data were collected from 305 SME managers operating in Upper Sindh, Pakistan, specifically from major cities like Sukkur, Larkana, Shikarpur, Jacobabad, and Khairpur. The findings reveal that social media applications, big data analytics, IoT applications, and blockchain applications significantly contribute to both economic and social value creation for SMEs. Conversely, AI-enabled applications show no significant impact on value creation. Importantly, economic and social value creation positively correlates with enhanced SME performance. This study enriches our understanding of how digital technologies influence SMEs in Pakistan, particularly in enhancing economic and social value creation. Through advanced methodologies and rigorous analysis, it bridges theory with practical applications in SMEs’ digital transformation. Full article

(This article belongs to the Special Issue Innovative Business Model for SMEs Sustainability)

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19 pages, 879 KiB

Open AccessArticle

Maintaining Sustainable Growth of Micro and Small Enterprises: Antecedents of Management Orientation and Digital Business

by Wahyudiono, Nurul Aini, Siti Asiah Murni and Amrun Rosyid

Sustainability 2024, 16(15), 6638; https://doi.org/10.3390/su16156638 - 2 Aug 2024

Viewed by 1967

Abstract

This study examines the Effect of management orientation on digital business and business growth and the Effect of digital business on micro and small business growth. This research belongs to the associative/explanatory category accompanied by hypothesis testing. The unit of analysis in this study was micro and small businesses in East Java, with a population of 358. The sampling technique in this study used purposive sampling with specific criteria and obtained a sample size of 191, which is referred to as respondents. Path analysis results show that management orientation has a positive and significant effect on digital business and business growth, and digital business has a positive and significant effect on the growth of micro and small businesses in East Java. The findings of this study indicate that management orientation based on the principle of change responsively and wisely in utilizing digital platforms in business will undoubtedly encourage the strengthening of digital business operations to be more effective, thereby encouraging the growth of micro and small businesses. Therefore, management orientation and digital business must be managed optimally to maintain sustainable micro and small business growth. Full article

(This article belongs to the Special Issue Innovative Business Model for SMEs Sustainability)

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17 pages, 764 KiB

Open AccessArticle

Does CEO Power Affect Manufacturing Firms’ Green Innovation and Organizational Performance? A Mediational Approach

by Qiuyan Yan, Jing Yan, Duo Zhang, Shuochen Bi, Ying Tian, Riaqa Mubeen and Jaffar Abbas

Sustainability 2024, 16(14), 6015; https://doi.org/10.3390/su16146015 - 14 Jul 2024

Cited by 11 | Viewed by 2802

Abstract

In this research work, we investigate the direct impact of CEO power on corporate performance, as well as the mediating role of green innovation in this hypothesized relationship. In this study, we use observation data collected from 780 listed manufacturing companies, explicitly focusing on the Karachi Stock Exchange (KSE), and adopt a GMM (generalized method of moments) model for testing our hypotheses. The results of this research show that CEO power has a negative impact on sustainable corporate performance, while the mediating role of green innovation positively and completely regulates the effect of CEO power on enterprises’ sustainable performance. This study adds novelty to the literature as it explores the influence of green innovation in manufacturing enterprises on CEO power and firm performance and observes the direct impact of green innovation and CEO power on sustainable business performance. The results of this study show that a green innovation strategy significantly affects CEO power and manufacturing firm performance and that companies that adopt green initiatives can increase corporate value and improve their reputation among stakeholders. The conclusions of this study have important implications for both theory and practice in this field. Full article

(This article belongs to the Special Issue Innovative Business Model for SMEs Sustainability)

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25 pages, 889 KiB

Open AccessArticle

A Framework for Assessing Innovations, Business Models and Sustainability for Software Companies Using Hybrid Multiple-Criteria Decision-Making

by Witold Torbacki

Sustainability 2024, 16(14), 5871; https://doi.org/10.3390/su16145871 - 10 Jul 2024

Cited by 1 | Viewed by 1768

Abstract

The management staff of software companies are constantly looking for ways to build market advantage and win business strategies. Introducing changes in companies is a costly process and carries the risk of poor allocation of resources. This article provides decision-makers with a tool that increases the chance of making the right business decisions and can also be a guide in the transformation of business models. The scientific aim of this article was to simultaneously cover three areas, innovation, business models, and sustainable development, to develop a scheme enabling the construction of rankings of the elements of these areas in a version dedicated to software producing companies. Rankings, which are built using the hybrid Multiple-Criteria Decision-Making (MCDM) method, indicate to decision-makers the need for building strategic development plans, which aspects are the most important, and what the order of possible implementations should be. Based on a multi-criteria analysis, it was found that (i) in terms of innovation, companies should focus their attention first on implementing product, process, and technological innovations; (ii) within innovative business models, attempts should be made to produce IT systems using virtualization and dockerization, as well as efforts should be made to closely bind customers with the offered products and services and offer temporary rental of IT systems instead of classic licenses; and (iii) in the context of the classic three levels of sustainable development, companies should focus primarily on economic and financial issues. Full article

(This article belongs to the Special Issue Innovative Business Model for SMEs Sustainability)

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21 pages, 528 KiB

Open AccessArticle

Six Business Model Types for Circular Building Component Reuse Actors

by Bailey Bestul and Vincent Gruis

Sustainability 2024, 16(13), 5425; https://doi.org/10.3390/su16135425 - 26 Jun 2024

Cited by 4 | Viewed by 2294

Abstract

While circular business models are receiving increasing academic attention, the business models of real circular building companies remain underexamined. This paper builds upon existing conceptual proposals and general overviews of reuse actors to investigate how these organizations capture and create value within the constraints of the marketplace. Using data from case studies of 25 organizations involved in the reuse of construction waste streams, the business model of each case is described and compared using Osterwalder and Pigneur’s Business Model Canvas. The authors propose six categories of circular construction business model types: upcyclers, component-specific suppliers, material resellers, reuse platforms, reuse consulting offices and deconstruction companies. The key findings include the studied organizations’ consolidation of multiple waste and new product streams, the strategic minimization of hard assets, the cultivation of diverse revenue streams and an emphasis on private market solutions. Full article

(This article belongs to the Special Issue Innovative Business Model for SMEs Sustainability)

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