Sustainability: insights from a business model perspective

Malgorzata Ciesielska, Zilia Iskoujina

Research output: Contribution to journalArticle

31 Downloads (Pure)

Abstract

This paper uses business model perspective to understand how different organisations can through their corporate sustainability policies contribute to the social innovation/entrepreneurship processes. Since the current literature on social innovation concentrates on an individual level and the topic of social entrepreneurs, we propose a wider view of the scene. We analyse how social innovation can be a part of a business model (design) on one hand; and how the social innovation can be sustainable as a result of the integration with the business models on the other hand. In our analysis, we identify four levels of business involvement in which organisations can both contribute and benefit from innovative social goods or support social innovation. An organisation may address social needs as a part of its marketing strategy, offsets, R&D model, or as a core-business idea. We argue that in any of these situations a company can benefit from supporting social innovation, for instance by good brand recognition, positive associations, innovative products and services, new markets, etc. Fulfilling social needs may be either a by-product of business-oriented activities, such as investigation of existing demand, addressing specific groups of potential customers, inventing a new market segments; or because of the external pressures such as legal regulations or public protests.
Original languageEnglish
Pages (from-to)249-256
Number of pages7
JournalTamara Journal for Critical Organization Inquiry
Volume15
Issue number3-4
Publication statusPublished - 2018

Fingerprint

Sustainability
Business model
Innovation
New markets
Market segments
Entrepreneurship
Corporate sustainability
Marketing strategy
Protest
Social innovation

Keywords

  • Business models
  • Sustainability
  • Social Innovation

Cite this

Sustainability: insights from a business model perspective. / Ciesielska, Malgorzata ; Iskoujina, Zilia.

In: Tamara Journal for Critical Organization Inquiry, Vol. 15, No. 3-4, 2018, p. 249-256.

Research output: Contribution to journalArticle

@article{86ae6310f34347bbb954c443491e82cd,
title = "Sustainability: insights from a business model perspective",
abstract = "This paper uses business model perspective to understand how different organisations can through their corporate sustainability policies contribute to the social innovation/entrepreneurship processes. Since the current literature on social innovation concentrates on an individual level and the topic of social entrepreneurs, we propose a wider view of the scene. We analyse how social innovation can be a part of a business model (design) on one hand; and how the social innovation can be sustainable as a result of the integration with the business models on the other hand. In our analysis, we identify four levels of business involvement in which organisations can both contribute and benefit from innovative social goods or support social innovation. An organisation may address social needs as a part of its marketing strategy, offsets, R&D model, or as a core-business idea. We argue that in any of these situations a company can benefit from supporting social innovation, for instance by good brand recognition, positive associations, innovative products and services, new markets, etc. Fulfilling social needs may be either a by-product of business-oriented activities, such as investigation of existing demand, addressing specific groups of potential customers, inventing a new market segments; or because of the external pressures such as legal regulations or public protests.",
keywords = "Business models, Sustainability, Social Innovation",
author = "Malgorzata Ciesielska and Zilia Iskoujina",
year = "2018",
language = "English",
volume = "15",
pages = "249--256",
journal = "Tamara Journal for Critical Organization Inquiry",
issn = "1532-5555",
number = "3-4",

}

TY - JOUR

T1 - Sustainability: insights from a business model perspective

AU - Ciesielska, Malgorzata

AU - Iskoujina, Zilia

PY - 2018

Y1 - 2018

N2 - This paper uses business model perspective to understand how different organisations can through their corporate sustainability policies contribute to the social innovation/entrepreneurship processes. Since the current literature on social innovation concentrates on an individual level and the topic of social entrepreneurs, we propose a wider view of the scene. We analyse how social innovation can be a part of a business model (design) on one hand; and how the social innovation can be sustainable as a result of the integration with the business models on the other hand. In our analysis, we identify four levels of business involvement in which organisations can both contribute and benefit from innovative social goods or support social innovation. An organisation may address social needs as a part of its marketing strategy, offsets, R&D model, or as a core-business idea. We argue that in any of these situations a company can benefit from supporting social innovation, for instance by good brand recognition, positive associations, innovative products and services, new markets, etc. Fulfilling social needs may be either a by-product of business-oriented activities, such as investigation of existing demand, addressing specific groups of potential customers, inventing a new market segments; or because of the external pressures such as legal regulations or public protests.

AB - This paper uses business model perspective to understand how different organisations can through their corporate sustainability policies contribute to the social innovation/entrepreneurship processes. Since the current literature on social innovation concentrates on an individual level and the topic of social entrepreneurs, we propose a wider view of the scene. We analyse how social innovation can be a part of a business model (design) on one hand; and how the social innovation can be sustainable as a result of the integration with the business models on the other hand. In our analysis, we identify four levels of business involvement in which organisations can both contribute and benefit from innovative social goods or support social innovation. An organisation may address social needs as a part of its marketing strategy, offsets, R&D model, or as a core-business idea. We argue that in any of these situations a company can benefit from supporting social innovation, for instance by good brand recognition, positive associations, innovative products and services, new markets, etc. Fulfilling social needs may be either a by-product of business-oriented activities, such as investigation of existing demand, addressing specific groups of potential customers, inventing a new market segments; or because of the external pressures such as legal regulations or public protests.

KW - Business models

KW - Sustainability

KW - Social Innovation

M3 - Article

VL - 15

SP - 249

EP - 256

JO - Tamara Journal for Critical Organization Inquiry

JF - Tamara Journal for Critical Organization Inquiry

SN - 1532-5555

IS - 3-4

ER -