دانلود مقاله حاکمیت نوآوری مدل کسب و کار پایدار
چکیده
1. مقدمه
2. چرا SBMI برای پایداری شرکت اهمیت حیاتی دارد
3. مکعب پایداری به عنوان ابزار مدیریتی برای حاکمیت SBMI
4. کمک به جریان های ادبیات متنوع در مدیریت پایداری
5. نتیجه گیری و چشم انداز
منابع مالی
بیانیه مشارکت نویسنده CRediT
تضاد منافع
منابع
Abstract
1. Introduction
2. Why SBMI is of vital importance for corporate sustainability
3. The sustainability cube as a management tool for the governance of SBMI
4. Contributions to diverse literature streams on sustainability management
5. Conclusion and outlook
Funding
CRediT authorship contribution statement
Conflict of Interest
References
چکیده
این مقاله یک رویکرد منظم برای حاکمیت نوآوری مدل کسب و کار پایدار (SBMI) ایجاد می کند. ما نقش‌های متمایز بهینه‌سازی و حکمرانی را برای مدیریت شبکه‌های ارزش پایدار روشن می‌کنیم و یک مکعب پایداری را به عنوان یک ابزار مدیریتی جدید برای حاکمیت SBMI توسعه می‌دهیم. مکعب ما به مدیریت کمک می‌کند تا معضلات اجتماعی را در شبکه‌های ارزشی شناسایی و بر آن غلبه کند، یعنی روابط تجاری مرتبط را شکل دهد و اصلاح کند، بنابراین پتانسیل‌های برد-برد-برد درجه دوم را ایجاد کرده و از آنها بهره می‌برد. علاوه بر این، مکعب ما مدیریت را تشویق می کند تا مشکلات خارجی منفی را به عنوان «بازارهای گمشده»، یعنی به عنوان یک چالش کارآفرینی و به عنوان یک فرصت تجاری برای پاسخگویی به نیازهای هنوز برآورده نشده، تفسیر کند. در نهایت، مکعب ما راهی برای توسعه و تقویت شایستگی‌های مدیریتی خاص ارائه می‌کند که یک حکمرانی موفق SBMI را تقویت می‌کند.
توجه! این متن ترجمه ماشینی بوده و توسط مترجمین ای ترجمه، ترجمه نشده است.
Abstract
This paper develops an ordonomic approach to the governance of sustainable business model innovation (SBMI). We clarify the distinctive roles of optimization and governance for the management of sustainable value networks and develop a sustainability cube as a new management tool for the governance of SBMI. Our cube helps management to identify and overcome social dilemmas within value networks, i.e. to form and reform relevant business relationships, thus creating and tapping second-order win-win-win potentials. Furthermore, our cube encourages management to interpret negative externality problems as “missing markets”, i.e. as an entrepreneurial challenge and as a business opportunity to serve as yet unmet needs. Finally, our cube offers an avenue to develop and strengthen the specific management competencies that foster a successful governance of SBMI.
Introduction
After having promoted the sustainability concept of a “triple bottom line” (TBL) for 25 years, Elkington (2018) is rather disillusioned and (self-)critical of what, in effect, has become an accounting concept. Looking back, he clarifies his initial goal—and identifies what went wrong (para. 8, emphasis in original): “[T]he original idea was wider still, encouraging businesses to track and manage economic (not just financial), social, and environmental value added—or destroyed. … [T]he TBL wasn’t designed to be just an accounting tool. It was supposed to provoke deeper thinking about capitalism and its future, but many early adopters understood the concept as a balancing act, adopting a trade-off mentality.” He further elaborates (para. 13, emphasis in original): “TBL’s stated goal from the outset was system change—pushing toward the transformation of capitalism. … It was originally intended as a genetic code, a triple helix of change for tomorrow’s capitalism, with a focus … on breakthrough change, disruption, asymmetric growth (with unsustainable sectors actively sidelined), and the scaling of next-generation market solutions.” Looking ahead, he states (para. 16 f.): “[W]e need a new wave of TBL innovation and deployment. … Hence the need for a ‘recall.’ I hope that in another 25 years we can look back and point to this as the moment [we] started working toward a triple helix for value creation, a genetic code for tomorrow’s capitalism, spurring the regeneration of our economies, societies, and biosphere.”
Conclusion and outlook
This paper develops an ordonomic approach to the governance of SBMI. We clarify the distinctive roles of optimization and governance for the management of sustainable value networks and develop a sustainability cube as a new management tool for the governance of SBMI. Our cube helps management to identify and overcome social dilemmas within value networks, i.e. to form and reform relevant business relationships, thus creating and tapping second-order win-win-win potentials. Furthermore, our cube encourages management to interpret negative externality problems as “missing markets”, i.e. as an entrepreneurial challenge and as a business opportunity to serve as yet unmet needs. Finally, our cube helps management to develop and strengthen the specific competencies that foster a successful governance of SBMI.
As an outlook, we would like to emphasize several limitations of our contribution in this paper, which may stimulate further research.
First, we deliberately skipped an important aspect. Since we wanted to concentrate on sustainability opportunities beyond the organizational boundaries of the firm, we edited out the ordonomic strategy of individual self-commitments. We therefore concentrate on perceiving the organization and its interior structures as a monolithic block. On the one hand, this assumption needs to be highlighted as a serious limitation of our tool, but on the other hand it provides a vital starting point for complementary further research on intra-organizational challenges such as culture, mind-set, etc. (see e.g., Evans et al., 2017; Geissdoerfer et al., 2018) and tensions’ management in SBMI (see e.g., Schultz, 2022a). Hence, managers using the cube must be constantly aware of this blind spot. Further research could explore the possible interplay between the three commitment strategies (external relations management) embodied in the cube and the one we left out (internal relations management). For the latter, we would like to hint to an initial ordonomic contribution along those lines cf. Will and Pies (2018).