{"title":"Behind the curtain of sustainable business models: the role of firm’s strategic agility in value creation","authors":"Anna Mina’, Laura Michelini","doi":"10.1108/md-01-2024-0071","DOIUrl":null,"url":null,"abstract":"<h3>Purpose</h3>\n<p>This paper aims to identify the archetypes of business models and illustrate how firms create, deliver and capture value by juxtaposing the firm’s aspired value emphasis with its strategic agility.</p><!--/ Abstract__block -->\n<h3>Design/methodology/approach</h3>\n<p>The two-by-two matrix is constructed based on an analysis of existing literature and conceptual development.</p><!--/ Abstract__block -->\n<h3>Findings</h3>\n<p>We advance a conceptualization of strategic agility to emphasize speed and flexibility as the main drivers, along with attention toward stakeholder expectations. Additionally, we unveil four different archetypes of business models based on the firm’s aspired value emphasis (economic vs plus social/environmental) and the type of strategic agility (defensive vs proactive).</p><!--/ Abstract__block -->\n<h3>Research limitations/implications</h3>\n<p>Studies that empirically corroborate the proposed conceptualization of strategic agility are needed. In addition, empirical investigations on the evolutionary paths underlying the development of firms’ business models are requested.</p><!--/ Abstract__block -->\n<h3>Practical implications</h3>\n<p>Managers learn about aspects and actions that they should pursue to shift from one business model archetype to another.</p><!--/ Abstract__block -->\n<h3>Originality/value</h3>\n<p>We identify the features – in terms of focus on all the components of the triple bottom line (or not) and in terms of strategic agility – that firms need to face or even anticipate environmental and social transformation.</p><!--/ Abstract__block -->","PeriodicalId":18046,"journal":{"name":"Management Decision","volume":"61 1","pages":""},"PeriodicalIF":4.1000,"publicationDate":"2024-04-30","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"0","resultStr":null,"platform":"Semanticscholar","paperid":null,"PeriodicalName":"Management Decision","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1108/md-01-2024-0071","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q2","JCRName":"BUSINESS","Score":null,"Total":0}
引用次数: 0
Abstract
Purpose
This paper aims to identify the archetypes of business models and illustrate how firms create, deliver and capture value by juxtaposing the firm’s aspired value emphasis with its strategic agility.
Design/methodology/approach
The two-by-two matrix is constructed based on an analysis of existing literature and conceptual development.
Findings
We advance a conceptualization of strategic agility to emphasize speed and flexibility as the main drivers, along with attention toward stakeholder expectations. Additionally, we unveil four different archetypes of business models based on the firm’s aspired value emphasis (economic vs plus social/environmental) and the type of strategic agility (defensive vs proactive).
Research limitations/implications
Studies that empirically corroborate the proposed conceptualization of strategic agility are needed. In addition, empirical investigations on the evolutionary paths underlying the development of firms’ business models are requested.
Practical implications
Managers learn about aspects and actions that they should pursue to shift from one business model archetype to another.
Originality/value
We identify the features – in terms of focus on all the components of the triple bottom line (or not) and in terms of strategic agility – that firms need to face or even anticipate environmental and social transformation.
期刊介绍:
■In-depth studies of major issues ■Operations management ■Financial management ■Motivation ■Entrepreneurship ■Problem solving and proactivity ■Serious management argument ■Strategy and policy issues ■Tactics for turning around company crises Management Decision, considered by many to be the best publication in its field, consistently offers thoughtful and provocative insights into current management practice. As such, its high calibre contributions from leading management philosophers and practitioners make it an invaluable resource in the aggressive and demanding trading climate of the Twenty-First Century.