Search Results (45)

Central business district (CBD) hospitals must sustain reliable pressure relationships in critical rooms while reducing whole-facility carbon under tight space and disruption constraints. We developed an ontology-grounded semantic digital twin that normalizes building automation system (BAS) and building management system (BMS) telemetry into a unified semantic store consistent with Brick Schema, enabling portable asset discovery via query and thereby supporting forecasting, anomaly detection, and multi-objective optimization without dependence on vendor point naming conventions. Whole-facility impacts were verified using International Performance Measurement and Verification Protocol Option C–style measurement and verification with an S0-calibrated baseline model and residual-based savings attribution. Relative to the baseline (S0), the intervention (S3) produced a step increase in the critical-room pressure-compliance pass rate, tighter room-to-corridor differential-pressure (ΔP) control across airborne infection isolation and open room strata, and intent-aligned ventilation delivery (air changes per hour ratio distribution concentrated near unity; p < 0.05 where letter groups differ). Operational-state discrimination improved (AUC 0.649→0.696) and issue-resolution times shortened (left-shifted cumulative distribution function), indicating reduced service burden. Option C verification showed energy residuals shifting negative under S3, consistent with net savings versus baseline expectations. Across progressive maturity (S0→S3), time-to-value and burden fractions decreased, carbon intensity (tCO₂e m⁻²) decreased, long-tail exposure compressed (log-scale horizon), and composite performance indices increased (p < 0.05). These results demonstrate a verifiable pathway to pressure-reliable, decarbonized hospital operations at the whole-facility boundary while making the semantic layer’s utility explicit through query-driven, ontology-grounded asset discovery. We present an IPMVP Option-C–verifiable semantic digital-twin governance framework that links audited operational evidence (telemetry → actions → verification) to whole-facility energy and carbon outcomes while maintaining critical-room pressure-relationship reliability. Optimization benchmarking (including quantum annealing) is used as supporting decision-support evaluation, rather than as the central contribution. Full article

This perspective provides a multidisciplinary assessment of the use of lithium-ion batteries from electric vehicles (EVs) for second-life applications, motivated by the need to improve resource efficiency, reduce environmental impacts, and support a circular battery economy. Second-life deployment requires the integrated consideration of technical performance, legal compliance, and economic viability. The analysis combines a technical evaluation of battery aging mechanisms, operational load effects, and qualification strategies with a legal assessment of the EU Batteries Regulation (EU) 2023/1542 and an economic analysis of market potential and business models (BM). From a technical perspective, the limitations of State of Health (SOH) as a standalone indicator are demonstrated, highlighting the need for multiple health indicators and degradation-aware qualification. A scalable two-step qualification approach, combining qualitative inspection with a standardized quantitative measurement protocol, is discussed. From a legal perspective, regulatory requirements and barriers related to repurposing, waste classification, and conformity assessment are analyzed. From an economic perspective, business model patterns and market dynamics are evaluated, identifying Automated Guided Vehicles (AGVs) and industrial Energy Storage Systems (ESSs) for renewable firming as particularly promising applications. The paper concludes with recommendations for action and key research needs to enable safe, economically viable, and legally compliant second-life deployment. Full article

Energy efficiency (EE) remains an underexploited opportunity in many developing economies, where a complex interplay of policy, institutional, and market-related challenges limit its implementation at scale. This study explores the structural, economic, and policy-related constraints affecting the EE market in Jordan, a country with a high dependence on imported energy. Using a multi-framework approach, we apply the political, economic, social, technological, environmental, and legal (PESTEL) framework to categorize these barriers, complemented by Brown’s business model (BM) typology to enhance the analytical depth. Primary data were collected through semi-structured interviews with key market actors. The findings highlight issues such as economic volatility, regulatory fragmentation, and the structural biases associated with donor-driven interventions, which contribute to an uneven and loosely regulated market environment in which businesses face significant scaling challenges. This study reflects on international experience to explore how strategies from other contexts might inform markets’ adaptation in emerging economies. This study concludes with targeted policy recommendations aimed at clarifying regulatory pathways and supporting more effective market delivery. This research contributes to ongoing policy discourse by highlighting how context-specific BM innovations might help address systemic barriers, while potentially supporting national energy goals. Full article

Research on sustainable business models (BMs) rooted in the circular economy is expanding in industry and academia, encouraging companies to enhance their impact on profits, people, and the planet. However, developing sustainable BMs is complex due to the conflicting objectives of sustainability dimensions and competition with traditional models. This work addresses this challenge by proposing a Sustainable Business Guide (SBG) supported by artificial intelligence (AI) to assist in decision-making. The SBG supports the design and assessment of business models by integrating inspection; business opportunity exploration; technical, economic, and environmental analyses; an AI-based decision support system; and Porter’s Five Forces, focusing on the aeronautical and wind energy sectors. Full article

The paper presents business models (BMs) for blockchain-based businesses. The paper is a study of IT-aligned BMs categorized by the concepts and possibilities of blockchain business applications. The research aimed to recognize and analyze the extent and directions in which blockchain architectures influence the means of conducting businesses. A set of almost 40,000 decentralized applications is examined to justify the rationale behind the presented analysis. This is an argumentative study that uses the design-oriented approach, as it is suitable for addressing real-world problems, like analyzing business models, while ensuring that artifacts are created and evaluated under methodological standards. Firstly, the concept of a business model is analyzed. Then, a theoretical analysis of different business models is made to identify the ones that are well aligned with the decentralized vision of business and the ones that are obsolete or inoperative from the blockchain business-conducting perspective. In the end, the outcome is applied to examples of existing business startups. Fifteen identified BMs in 7 business sector groups are recognized and 55 cases are detected. Full article

This paper examines the intertwined dynamics among digital transformation, IT innovation, and sustainability and their collective influence on firm performance in response to the evolving business landscape characterized by digitalization, IT innovation, and sustainability concerns. The study investigates how these factors collectively impact firm performance by analyzing a panel dataset of 1510 global companies from 2013–2023. The model utilizes a multiple linear regression analysis to incorporate firm performance scores as the dependent variable. At the same time, digital transformation, IT innovation, and sustainability factors are the independent variables, alongside firm-level control variables. The results reveal that digital transformation positively influences IT innovation and strategic business model (BM) development, confirming its direct impact on firm performance. Additionally, firms with simpler and younger structures achieve better outcomes than larger and more established ones. However, the study has limitations, as it is based on a panel dataset spanning 11 years; extending the analysis to a different and longer period could provide insights into the evolving nature of digital transformation, which is inherently dynamic. This study is groundbreaking in exploring these factors, offering a unique perspective through its analysis of an 11-year panel and its focus on assessing dynamic business models. Full article

EIMIs face the challenge of adapting to the Paris Agreement and the European Green Deal to achieve carbon neutrality. Driven by consumer interest in low-carbon products, regulatory requirements, and investor priorities, companies are pressured to integrate sustainability beyond short-term financial gains. The growing awareness of the environmental impact of business models (BM) has fueled the development of Sustainable Business Models (SBMs). Although the importance of decarbonization of EIMIs has increased, there is a lack of industry-specific research examining the combination of decarbonization and business models, as well as their interrelationships and correlations. This study addresses the discussion on the role of SBMs in decarbonization, improving the understanding of how these drivers can be integrated to enable new BMs for EIMIs. Based on a structured literature review and semi-structured interviews within the EIMIs, the study identifies BM components influenced by these drivers requiring sustainable business model innovation (SBMI). Results show that decarbonization drivers significantly impact all BM components. Experts emphasize the importance of collaborative approaches and cooperation throughout the value chain. This research highlights the need for systematic analysis to understand how companies can manage decarbonization drivers effectively and suggests exploring potential SBM design options. Full article

The imperative for decarbonization forces businesses to transform their business models (BMs) and to adopt Sustainable Business Models which focus on creating value sustainably. In the context of Sustainable Business Model Innovation, maintaining close relationships within ecosystems is crucial to ensure a sustainable transformation while preserving competitiveness. As corporate boundaries become more transparent, the importance of external resources increases, leading to a shift from closed to open business models (OBM). In OBMs, stakeholders, including customers, actively co-create innovation and value creation. Our research investigates how integrating these approaches can shape BMs that effectively address decarbonization drivers and tackle the required business model innovation. We conducted a structured literature review to develop a taxonomy that outlines 64 design options across nine dimensions for sustainable, open BMs. In conclusion, this study provides sustainable and open design options, classified into detailed taxonomies. The practical applicability of this taxonomy was demonstrated through a use case classification, providing a foundation for companies and further research into designing and implementing these BMs in the context of decarbonization. Full article

The construction business environment is becoming competitive and intense, and Business Models (BMs) are receiving considerable attention as potential sources of sustainable survival and growth. Converse to the Linear Economy (LE) model that industry follows, the Circular Economy (CE) model has the potential to create a sustainable construction industry while also creating a sustainable business environment in construction organisations. Nevertheless, in traditional BMs, value is often concentrated on the financial value for the stakeholders; in the Circular Economy Business Model (CEBM), value is seen more broadly by considering a comprehensive range of value chain partners, the environment, and society. Hence, implementing the CE in the construction industry requires reforms in each value chain. Thus, the aim of this paper is to develop a conceptual model for construction organisations’ adoption of CEBM for their organisations. To accomplish this aim, the objectives of this paper are twofold: (i) to define the concept of CEBM and (ii) to map a conceptual Circular Economy Business Model Canvas (CEBMC) that is applicable in the construction organisational context. This research adopted a systematic document review, including a content analysis of selected papers. This study contributes significantly by proposing a CEBMC where construction organisations can successfully transform their businesses from linear to circular environments. Full article

Research interest in business model innovation (BMI) has increased in highly competitive environments. However, there has been a relative lack of empirical case studies on how companies have built continuous BMI for sustainable success and growth in today’s complex technology and volatile customer environments. We adopted the “BMI Customer–Resource (CR) matrix” framework by focusing on the customer and resource as the critical determinants of sustained BMI success in technology companies. The first finding of this paper is to develop and expand a conceptual framework for analyzing the sustainable growth and success of leading technology companies. By examining Google’s 14 BMs with the CR-matrix, we derived five propositions about the success conditions for sustained BMI. We compared them to existing research on Amazon.com, finding four similarities and three differences. We also made an empirical contribution that reveals that conducting BMs while appropriately exploring and leveraging new or existing customers and resources can affect a company’s sustainable success. Full article

The bioeconomy needs new, economically feasible products obtained from biological raw materials via sustainable processes having the smallest possible impact on the environment. The objectives of our study have been: (i) to make an evaluation of the external costs of the production of a poplar extract containing bioactive substances by supercritical extraction; (ii) to make a comparison of the internal and external costs of extract production; (iii) to determine the total life cycle costs (LCCs) of the extract and the break-even prices (BEPs) in two business models. In the first business model (BM I), the only commercial product was the extract, while pellets were used for their own energy purposes. In the second business model (BM II), both the extract and pellets were marketable products. Out of the two analyzed business models, lower external costs and, consequently, lower total costs were achieved in BM I (LCC €259 kg⁻¹) than in BM II (LCC €267 kg⁻¹). However, the profitability analysis showed that BM II was more profitable (BEP €313 kg⁻¹) than BM I (BEP €359 kg⁻¹). The inclusion of the external costs of poplar extract production by supercritical extraction has a significant impact on increasing the production profitability threshold. An analysis of a situation where electricity was replaced with the EU mix (the European Union mix) generated with a higher share of RES (renewable energy sources) showed that the externalities were lowered. A substantial decrease in the external costs at the supercritical extraction stage was reflected in the lower values of the total cost of extract production, LCC, and BEP, hence, attesting to less damage to the natural environment. Full article

The present work is amongst the few that attempt to critically assess the maturity of Business Model (BM) and strategy disclosures of listed firms under the shadow of the new EU reporting directive, the Corporate Sustainability Reporting Directive (CSRD). The novel Practices Evaluation Approach (PEA), developed recently by the Project Task Force on Reporting of Non-Financial Risks and Opportunities (PTF-RNFRO), offers the evaluation framework for this assessment. The PEA delineates and evaluates the maturity of BM and strategy disclosures against qualitative characteristics and content elements drawn from well-accepted, financial and non-financial, reporting frameworks, standards and directives (including the CSRD). Therefore, the PEA provides the advantage of a contemporary and integrated/holistic assessment tool. Specifically, the following seven evaluation criteria are used for the assessment: clarity and comprehensiveness of the overall BM, strategy disclosure, disclosure of the BM’s potential across-time horizons and its dependencies, impacts on sustainability issues, material sustainability issues that are likely to affect the company’s performance, the BM’s exposure to sustainability risks and sustainability opportunities, and sustainability strategy, targets, KPIs and their monitoring and progress. The analysis covered 30 CSR/sustainability reports and connected documents of listed companies operating in 6 key sectors of the Greek economy, i.e., information technology, construction, tourism and transportation, cosmetics, banking and energy. The results of our analysis offer evidence that BM reporting is not holistically developed (i.e., critical components are missing), and the level of development varies across the examined sectors. Moreover, sustainability risks are more stressed, in relevance to opportunities, whilst positive (rather than negative) impacts are mainly disclosed. Also, the quantification of sustainability risks and opportunities does not appear frequently, whilst the interconnections between sustainability strategy and companies’ financial objectives is relatively restricted. The paper concludes by pointing out some critical hints useful for enhancing the maturity of BM and strategy disclosures. Full article

This paper examines a Business Model (BM) from a socio-economic system perspective to discern key factors and understand its interactions resulting in the Scaling of Social Impact (SSI) in Social Entrepreneurship (SE). Previously, studies have explained the importance of the BM in relation to SE. However, there is a lack of empirical studies on how a BM’s transitions through participation of various actors result in the SSI, causing a gap in this field’s research. This research applies a qualitative analysis on a single case study of a Japanese social startup, “mymizu”, the first water refill application platform in Japan. The findings show that collaboration amongst different stakeholders on the initial phase of the BM could increase awareness of responsible consumption, convert into actual users for sustainability, and change their behavior. Secondly, members of society could take on dual roles, both as users and collaborators in the BM, which results in an exponential scaling effect of the Social Impact (SI). This paper contributes towards adding a Participatory Stakeholder (PS) to the ecosystem of the SSI and building a Regenerative BM (RBM) that is relevant in SE towards sustainability. Full article

The increasing social pressure for decarbonization has placed businesses under considerable scrutiny to actively reduce carbon emissions. A critical step towards achieving this objective is to shift conventional production and consumption systems to more sustainable alternatives. Thus, there is an emergent need to understand the patterns and drivers of the transformative business models (BMs) that underpin that shift. This study adopts a mixed-methods approach that integrates different literature streams—including Sustainability Transitions Theory (STT), Strategic Niche Management (SNM), and the Business Models approach—and stakeholders’ interviews to investigate the key elements of business models that lead towards sustainable practices. This research examines the organizational arrangements of European start-ups operating between 2014 and 2020. The transformation towards decarbonized production and consumption is characterized by an efficient combination of business strategies that incorporate advanced technologies (ATs), such as artificial intelligence (AI), machine learning (ML) and its algorithms, along with sustainable elements, resulting in transformative business models. By exploring the driving elements behind the transition to low-carbon approaches, this study fills a significant gap in the existing literature on business models. The findings from this research also hold relevance for policymakers to promote decarbonization. Full article

Some major future global challenges are linked to more efficient use of water for irrigation to respond to the growing water scarcity coupled with the increasing food demand. Although irrigation advisory services (IASs) are considered effective instruments to increase water use efficiency in agriculture, their diffusion remains limited. This is due to several constraints mainly linked to their low accessibility and high costs. To overcome the bottlenecks associated with IASs’ adoption, this paper proposes a business model (BM) as a tool for scaling up IASs within a business perspective, with the aim of encouraging the diffusion of this technology while enhancing the associated environmental and social benefits. Drawn from the experience of the OPERA project, we structured the business model taking advantage of the opinion of relevant stakeholders and IASs’ potential users to identify specific limitations and understand their needs. It turned out that farmers are willing to adopt IASs but require that the service is easily accessible, with high-quality information that are delivered at an affordable cost. Indeed, here a BM with an innovative way to produce and deliver value is proposed. The value proposition is built upon key features namely, integration, customization, accessibility, and sustainability that reflect users’ needs and preferences. Our BM also provides a detailed revenues strategy that guarantees the financial sustainability of IASs. To design and represent our BM, the “Business Model Canvas ©” has been adopted. We concluded that an innovative and well-structured BM has the potential to leave the IASs profitable and capable to ensure environmental and social sustainability. Full article